scholarly journals The Mediation Effect of Innovation on the Relationship Between Creativity and Organizational Productivity: An Empirical Study Within Public Sector Organizations in the UAE

2019 ◽  
Vol 14 (10) ◽  
pp. 3234-3242 ◽  
Author(s):  
Mona Saeed Mohamed ◽  
Gamal S. A. Khalifa ◽  
Ahmed Hamoud Al-Shibami ◽  
Ibrhim Alrajawi ◽  
Osama Isaac
Keyword(s):  
Public Sector ◽  
Empirical Study ◽  
Mediation Effect ◽  
Organizational Productivity ◽  
Public Sector Organizations ◽  
The Relationship

The relationship between perceptions of learning climate and employee innovative behavior and proficiency

2017 ◽  
Vol 46 (8) ◽  
pp. 1454-1474 ◽  
Author(s):  
Liat Eldor
Keyword(s):  
Public Sector ◽  
Working Environment ◽  
Mediation Effect ◽  
Learning Climate ◽  
Mediation Process ◽  
Job Engagement ◽  
Innovative Behavior ◽  
Role Performance ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between perceptions of learning climate and employee innovative behavior and proficiency. Design/methodology/approach Using robust analysis techniques on data from a sample of 419 employees and their supervisors from four different business and public sector organizations, the author tested the proposed relationships, as mediated by job engagement. Moreover, this mediation effect was examined in the light of sector of employment differences (business vs public). Findings The results were generally consistent with the hypothesized conceptual scheme, in that the indirect relationship between perceptions of learning climate and employees’ innovative behavior and proficiency was mediated by job engagement. However, with regard to sector employment differences, this mediation process was demonstrated among business sector employees only to the relationship between perceptions of learning climate and innovative behavior. When proficiency was included in the mediation model, this mediation effect was evident among public sector employees. Originality/value The research on perceptions of learning climate lacks empirical evidence on its implications for employees’ innovative behavior and proficiency. Although scholars contend that employees’ perceptions of learning climate should enhance their in-role and extra-role performance behaviors, these arguments are mainly non-empirical. Understanding whether perceptions of learning have an impact on employee intra- and extra-role performance behaviors is important, considering that the majority of workplace learning occurs through daily ongoing means that are part of the working environment and previous research results show that structured learning and formal training are less effective in improving employees’ performance at work.

Management Information Systems in the Public Sector

2013 ◽  
pp. 157-173 ◽  
Author(s):  
Richard Heeks
Keyword(s):  
Information Systems ◽  
Public Sector ◽  
Management Information Systems ◽  
Monitoring And Control ◽  
Management Information ◽  
The Public ◽  
Public Sector Organizations ◽  
Monitoring And Control Systems ◽  
And Control ◽  
The Relationship

Management information systems (MIS) are fundamental for public sector organizations seeking to support the work of managers. Yet they are often ignored in the rush to focus on ‘sexier’ applications. This chapter aims to redress the balance by providing a detailed analysis of public sector MIS. It first locates MIS within the broader management monitoring and control systems that they support. Understanding the broader systems and the relationship to public sector inputs, processes, outputs and outcomes is essential to understanding MIS. The chapter details the different types of reports that MIS produce, and uses this as the basis for an MIS model and a description of the decision-making benefits that computerized MIS can bring. Finally, the chapter describes generic public sector MIS that address internal government transactions, public administration/ regulation, and public service delivery. Real-world examples of all types are provided from the U.S., England, Africa, and Asia. <BR>

Do Entrepreneurial Companies Make Good Corporate Citizens? Exploring the Relationships Between Entrepreneurial Orientation, Market Orientation, and Corporate Citizenship

2014 ◽  
Vol 22 (01) ◽  
pp. 1-25 ◽  
Author(s):  
Chang Soo Sung ◽  
David Y. Choi ◽  
Daeeop Kim ◽  
Woo Jin Lee
Keyword(s):  
Empirical Study ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Causal Effect ◽  
Corporate Citizenship ◽  
Mediation Effect ◽  
South Korean ◽  
The Relationship ◽  
Practical Implications

Do entrepreneurial companies make responsible corporate citizens? In this paper, we examine the relationship between companies' entrepreneurial orientation and their corporate citizenship. An empirical study consisting of 261 South Korean firms reveals that entrepreneurial orientation does not have direct causal effect on corporate citizenship. Analysis also shows that market orientation has full mediation effect between entrepreneurial orientation and corporate citizenship. The findings indicate that entrepreneurial companies may indeed act more responsibly if they are also market oriented. Practical implications are discussed.

Servant leadership and organizational deviant behaviour: interpreting some contradictory results from public sector of Pakistan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Iftikhar Ahmad ◽  
Khawaja Fawad Latif
Keyword(s):  
Public Sector ◽  
Servant Leadership ◽  
Self Efficacy ◽  
Deviant Behaviour ◽  
Content Type ◽  
Mediating Role ◽  
Public Sector Organizations ◽  
The Relationship ◽  
Trust In Leader

PurposeThis study aims at ascertaining the relationship between servant leadership and employees’ organizational deviant behaviour in public sector organizations of Pakistan. Drawing on social cognitive and social exchange theories, this research also proposes to determine the mediating role of self-efficacy and trust in leader in this relationship.Design/methodology/approachUsing convenience sampling method, three-wave time-lagged data were collected from 204 employees working in secretariats of two federal ministries in Pakistan.FindingsThe results derived from partial least squares structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.9 software revealed that servant leadership is not negatively related to employee organizational deviant behaviour. Although the findings indicate that servant leadership is positively related to employee self-efficacy and trust in leader, these factors do not mediate the relationship between servant leadership and organizational deviant behaviour.Practical implicationsEmpirical evidence of this research emphasizes the role of servant leadership in fostering employees’ trust and self-efficacy. Additionally, this research suggests that alongside servant leadership, a moral climate and fairness in organizational policies and decisions are also inevitable to prompt employees to feel obligated to reduce undesirable workplace behaviours, particularly in public sector organizations.Originality/valueThis is amongst the earlier studies that investigates the association between servant leadership and organizational deviant behaviour of public sector employees in a developing context and examines the mediating role of trust in leader and self-efficacy simultaneously. Being contradictory to the underlying theories, findings of this research open the debate on effectiveness of servant leadership in public sector organizations of developing countries and expose avenues for future research.

scholarly journals Evaluation of Public Service Motivation: A Case Study of Hefei Public Sector Organizations

2017 ◽  
Vol 8 (1) ◽  
pp. 186
Author(s):  
Sadiq Sadiq
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
High Tech ◽  
The Public ◽  
Goal Clarity ◽  
Public Sector Organizations ◽  
Relationship Of ◽  
The Relationship

This paper highlights the effects of ‘Public Service Motivation’ (PSM) in public sector organizations. This research explores the relationship between employees’ motivation (intrinsic expectation & extrinsic expectation), goal clarity and employees’ participation with ‘Public Service Motivation’ (PSM). A questionnaire was used in this research to conduct a survey. About 70% response rate was generated out of 300 employees located in different public sector organizations of Hefei city of Anhui province in P.R.China, including health, education and High-Tech firms. The Scope of this study is delimited to the public sector organizations of Hefei City China. The result shows that there is a strong positively significant relationship of employees’ motivation, participation, and goal clarity with ‘Public Service Motivation’ (PSM), which can be further strengthened by innovative organizational culture. 

scholarly journals How to Manage Loitering around the Workplace?

1986 ◽  
Vol 11 (4) ◽  
pp. 313-320
Author(s):  
P. Amsa
Keyword(s):  
Public Sector ◽  
Empirical Study ◽  
Common Phenomenon ◽  
Textile Mills ◽  
Shared Beliefs ◽  
Public Sector Organizations

Loitering or unauthorized absence of employees from their place of work is a common phenomenon today in Indian organizations, particularly public sector organizations. What strategies should the manager adopt to contain this problem? Based on an empirical study of loomshed workers of nine textile mills, Amsa observes that loitering was primarily a group phenomenon and was related to the culture of the organization. He suggests that managers should verify if the problem is real or imaginary, decide how serious the problem is, and identify the shared beliefs, values, and norms among the workers in order to shape them in the desired direction which would help reduce loitering.

scholarly journals How Corruption is Tolerated in the Greek Public Sector: Toward a Second-Order Theory of Normalization

2020 ◽  
pp. 000765032095486 ◽  
Author(s):  
Peter Fleming ◽  
Stelios Zyglidopoulos ◽  
Maria Boura ◽  
Spyros Lioukas
Keyword(s):  
Public Sector ◽  
Empirical Study ◽  
Order Theory ◽  
Second Order ◽  
Future Research ◽  
Research And Practice ◽  
Public Sector Organizations ◽  
Normalization Process

Secrecy and “social cocooning” are critical mechanisms allowing the normalization of corruption within organizations. Less studied are processes of normalization that occur when corruption is an “open secret.” Drawing on an empirical study of Greek public-sector organizations, we suggest that a second-order normalization process ensues among non-corrupt onlookers both inside and beyond the organization. What is normalized at this level is not corruption, but its tolerance, which we disaggregate into agent-focused tolerance and structure-focused tolerance. Emphasizing the importance of non-corrupt bystanders, we claim that second-order normalization helps corruption persist in situations where its presence is openly acknowledged. This adds an important new dimension to normalization theory and we unpack its implications for both future research and practice in this area.

scholarly journals ORGANIZATIONAL CULTURE AND ITS IMPACT ON EMPLOYEE CAREER PROGRESSION IN PUBLIC SECTOR ORGANIZATIONS IN PAKISTAN

2014 ◽  
Vol 10 (2) ◽  
Author(s):  
Shuaib Ahmed ◽  
Keyword(s):  
Public Sector ◽  
Risk Taking ◽  
Vital Role ◽  
Career Progression ◽  
Organization Culture ◽  
Exploratory Research ◽  
Public Sector Organizations ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

Purpose: The main objective of this paper is to examine organization culture and its impact on employee career progression in public sector organizations in Pakistan. Organization culture affects the performance and productivity of organizations in tremendous ways. The objective of the paper is to identify the relationship between culture of an organization and career progression. Methodology/Sampling: The paper employed an exploratory research method to see if organization culture has an impact on employee career progression. The data is collected from 250 employees of various public sector organizations of Pakistan. The multiple regression has been used to determine the impact of organization culture values on employees’ career progression. Findings: The study revealed that organization culture has an impact on employee career progression, it plays a vital role in shaping employee career progression. Results are significant at 05% level from organization culture perspective and employee career progression perspective. Organizations that do not promote entrepreneurial and risk taking initiatives, poorly motivates employees, discourages them and consequently affects the performance of an organization & career progression of employees. Practical Implications: The outcome of this study provides a useful framework and importance of organization culture in Pakistan. Employees career progression can be benefited through the findings of this study.

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