The Impact of Social Capital of Local Government Employees on the Functional Performance and the Organizational Performance of the Governments

2020 ◽  
Vol 21 (4) ◽  
pp. 1-23
Author(s):  
再鎬 姜
Keyword(s):  
Social Capital ◽  
Local Government ◽  
Organizational Performance ◽  
Functional Performance ◽  
Government Employees ◽  
The Impact

scholarly journals Red tape and psychological capital: a counterbalancing act for professionals in street-level bureaucracies

2020 ◽  
Author(s):  
A Dudau ◽  
G Kominis ◽  
Y Brunetto
Keyword(s):  
Local Government ◽  
Organizational Behavior ◽  
Psychological Capital ◽  
Negative Impact ◽  
Practical Implication ◽  
Well Being ◽  
Government Employees ◽  
Street Level ◽  
Red Tape ◽  
The Impact

Abstract Assuming that red tape is inevitable in institutions, and drawing on positive organizational behavior, we compare the impact of individual psychological capital on the ability of street-level bureaucrats (SLBs) with different professional backgrounds to work within the confines of red tape. The two SLB professions investigated here are nurses and local government employees; and the work outcomes of interest to this study are well-being and engagement. The findings show that red tape has a different impact on each professional group but, encouragingly, they also indicate that psychological capital has a compensatory effect. Implications include nurses requiring more psychological resources than local government employees to counteract the negative impact of red tape. A practical implication for managers is that, if perception of red tape in organizations is set to increase or to stay constant, enhancing the psychological capital of professionals in SLB roles, through specific interventions, may be beneficial to professionals and organizations alike.

The Impact of State Pensions on Public Service Superannuation Schemes

1965 ◽  
Vol 91 (2) ◽  
pp. 147-195 ◽  
Author(s):  
A. C. Robb
Keyword(s):  
Local Government ◽  
National Health ◽  
Public Service ◽  
Armed Forces ◽  
Civil Servants ◽  
Government Employees ◽  
Common Pattern ◽  
Stage Of Development ◽  
The Impact

In an earlier paper the author traced the development to 1949 of public service superannuation schemes (other than for the Armed Forces) which are provided wholly or partly out of Exchequer or rate funds, i.e. for the benefit of civil servants, teachers, national health and local government employees, police and firemen. It was shown that those schemes, other than for (principally) police and firemen, tended to follow a common pattern although not all had reached the same stage of development and there were numerous variations of detail.

scholarly journals Disaster-Recovery Social Capital and Community Participation in Earthquake-Stricken Ya’an Areas

2019 ◽  
Vol 11 (4) ◽  
pp. 993 ◽  
Author(s):  
Zhichao Li ◽  
Xihan Tan
Keyword(s):  
Social Capital ◽  
Local Government ◽  
Community Participation ◽  
Disaster Recovery ◽  
Negative Impact ◽  
Community Activities ◽  
Self Organized ◽  
Relationship Network ◽  
The Impact ◽  
Post Disaster

Social capital plays a significant role in post-disaster community participation and disaster recovery. This study divides social capital into three aspects: Cognition, structure, and relation, and discusses the impact of these factors on community participation in post-disaster recovery. Through data analysis, we found that a self-organized relationship villager network had a positive effect on villagers’ participation in voluntary community activities after an earthquake, while the local cadre relationship network had a negative impact. However, the latter could encourage villagers to participate in disaster-recovery activities organized by the local government. These findings indicate that the mobilization mechanism for post-disaster local-government reconstruction and community self-organization are the same, both coming through the social-acquaintance network, a type of noninstitutionalized social capital. The implication of this study suggests that local government should attach much importance to the construction and integration of social networks in earthquake-stricken areas to cultivate community social capital.

Bridging the gap between supply chain risk management and strategic technology partnering capabilities: insights from social capital theory

2018 ◽  
Vol 23 (4) ◽  
pp. 278-292 ◽  
Author(s):  
Irène Kilubi ◽  
Helen Rogers
Keyword(s):  
Social Capital ◽  
Risk Management ◽  
Supply Chain ◽  
Organizational Performance ◽  
Social Capital Theory ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Capital Theory ◽  
Content Type ◽  
The Impact

Purpose As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016). Design/methodology/approach The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background. Findings Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness. Originality/value This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.

The unseen costs of flexible working

2016 ◽  
Vol 24 (4) ◽  
pp. 23-25
Author(s):  
Pauline Drury
Keyword(s):  
Social Capital ◽  
Organizational Performance ◽  
Temporary Workers ◽  
Content Type ◽  
Social Fabric ◽  
Contract Workers ◽  
Temporary Contract ◽  
The Social ◽  
Permanent Employees ◽  
The Impact

Purpose To examine the impact of employing temporary contract workers (“temps”) alongside permanent employees on the social capital of the organization. Design/methodology/approach Uses discourse analysis to analyze data from semi-structured interviews with both temporary workers and permanent employees in a range of occupations at seven companies in different industries in Finland. Findings Agency workers, temporary workers or just “temps” – call them what you like, but reliance on individuals employed on a short-term contract basis appears to be here to stay. Since the 1990s, the use of temps has doubled across Europe and is still rising. The argument is that this provides the employer with a cheaper, more flexible workforce. But asking temporary and permanent employees to work together has a significant impact on the social fabric of the organization. Practical implications Suggests that human resource managers review contracts with agencies providing temporary workers. Notes that practices that leave temps feeling like “second-class citizens” can damage the social fabric of the workgroup and undermine team effectiveness. Social implications Highlights potentially harmful effects on social capital and organizational performance resulting from an unequal treatment of temps and permanent employees doing the same job within a workgroup. Originality/value A qualitative study focusing on the feelings and emotions evoked by the growing use of temporary contract workers from the viewpoint of both the temps and the permanent employees they work with.

scholarly journals To Bond or to Bridge? Contingent Effects of Managers’ Social Capital on Organizational Performance

2015 ◽  
Vol 47 (4) ◽  
pp. 403-418 ◽  
Author(s):  
Sangyub Ryu
Keyword(s):  
Social Capital ◽  
School Districts ◽  
Organizational Performance ◽  
Organizational Outcomes ◽  
Bonding Social Capital ◽  
Bridging Social Capital ◽  
Top Managers ◽  
Critical Resource ◽  
Bonding And Bridging ◽  
The Impact

A top manager’s social capital is considered a critical resource for determining organizational outcomes. However, little is known about the impact of social capital on public organizations’ performance. By dimensionalizing social capital into two subdimensions, this study investigates the impact of a superintendent’s bonding and bridging social capital on the performance of school districts. This study’s findings show that bridging social capital has positive impacts on organizational performance, but in a time of financial difficulty it worsens the negative shocks of the difficulty. Bonding social capital is found to be exactly the opposite. This study argues that choosing between bonding and bridging social capital is not an “either-or” question, and top managers are required to balance the two, depending on the situations that their organizations face.

scholarly journals THE IMPACT OF SOCIAL CAPITAL AND ORGANIZATIONAL CULTURE ON IMPROVING ORGANIZATIONAL PERFORMANCE

2020 ◽  
Vol 10 (3) ◽  
pp. 93-100
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil Mz, ◽  
Ahmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Social Capital ◽  
Organizational Culture ◽  
Organizational Performance ◽  
The Impact

Annuity pricing in public pension plans: importance of interest rates

2019 ◽  
Vol 20 (1) ◽  
pp. 27-48
Author(s):  
Nino Abashidze ◽  
Robert L. Clark ◽  
Robert G. Hammond ◽  
Beth M. Ritter ◽  
David Vanderweide
Keyword(s):  
Local Government ◽  
Interest Rates ◽  
Mortality Rates ◽  
Pension Plans ◽  
General State ◽  
Retirement Plans ◽  
Government Employees ◽  
Public Pension Plans ◽  
State Employees ◽  
The Impact

AbstractThis study examines the distribution options of 85 large public retirement plans covering general state employees, teachers, and local government employees. The interest rates used to price annuities vary considerably across the plans. As a result, retirees with the same monthly benefit if a single life benefit is chosen will have substantially different monthly benefits if they select a joint and survivor annuity. We examine the impact of variation in the pricing of annuity options using both cross-plan differences in interest rates and the change in the choice of annuity options in one plan after the price of options changes due to new assumed interest rates and mortality rates.

scholarly journals Public Sector ‘Modernisation’: Examining the Impact of a Change Agenda on Local Government Employees in England

2018 ◽  
Vol 77 (2) ◽  
pp. 203-221 ◽  
Author(s):  
Russ Glennon ◽  
Ian Hodgkinson ◽  
Joanne Knowles ◽  
Zoe Radnor ◽  
Nicola Bateman
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Government Employees ◽  
The Impact

scholarly journals ELEMEN INTANGIBLE ORGANISASI DAN KINERJA ORGANISASI: KAJIAN EMPIRIS RESOURCE BASED VIEWS PADA ORGANISASI PEMERINTAHAN DAERAH

2011 ◽  
Vol 10 (2) ◽  
Author(s):  
M. Irhas Effendi M. Irhas Effendi
Keyword(s):  
Local Government ◽  
Organizational Performance ◽  
Multiple Regression ◽  
Good Governance ◽  
Positive Impact ◽  
Organization Performance ◽  
Public Sectors ◽  
Public Organization Performance ◽  
Managerial Capabilities ◽  
The Impact

To realize good governance during the era of autonomy from local government, better performance by the local government is crucially required. In order to achieve better performance, a strategic plan is needed taking into account all available resources. Important resources which gain a little attention in practice and research on public sectors are intangible resources. This research is aimed to examine of the impact of five intangible organization resources elements, independently and interactions among them on organizational performance in public sectors. The data is collected from 82 samples of a local government institution authorities of echelons III in Yogyakarta. Multiple Regression and moderating multiple regression are used to test the hypotheses. The results indicate that all intangible organization elements (managerial capabilities, human capital, internal auditing, labor relations, and organizational culture) have a positive impact on organizational performance. The results examining the interaction among intangible organization elements have a positive impact on organization performance in different dimensions. The findings implicate that intangible organization elements are important to support public organization performance.

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