Social Media vs. the Public Sector

2012 ◽  
pp. 34-46
Author(s):  
Toby Fyfe ◽  
Paul Crookall
Keyword(s):  
Social Media ◽  
Public Sector ◽  
Risk Aversion ◽  
Public Service ◽  
Fast Track ◽  
Service Organizations ◽  
The Public ◽  
Public Service Organizations ◽  
Public Servant ◽  
Media Collaboration

What happens when the forces of social media—collaboration, open information, participation—collide with the entrenched patterns of public sector bureaucracy such as public servant anonymity, information hoarding, risk aversion, privacy, secrecy, and organizational silos? Different public service organizations, subject to the same rules, vary widely in response: from engagement to acceptance to resistance. This chapter provides a selective survey of the literature and some guidance for those who want to fast-track social media in the public sector.

scholarly journals Literary Review of Methods of Efficiency Evaluation in Public Sector

2018 ◽  
pp. 170-174
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
Service Organizations ◽  
Efficiency Evaluation ◽  
Assessment Framework ◽  
Public Funds ◽  
The Public ◽  
Public Service Organizations ◽  
Order Preference

If an organization decides to introduce a new method or an instrument, it must compare the costs of implementing it with the benefits that the method would bring. This is true for public service organizations as well, mainly because of the fact that they manage public funds. The introduction of these methods can help increasing efficiency in the spending of public funds. If businesses want to survive and prosper in the public sector under the current global and competitive environment, they have to change their way of thinking and managing. It is common to see efficiency as a key problem in the public sector. The present paper deals with several methods of efficiency evaluation and tries to describe some of them. Based on our own research, methods of efficiency are divided into 5 groups. Each group is described separately, while the methods that we looked at, we can include cost-minimizing analysis (CMA), Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), Common Assessment Framework (CAF), marketing mix in public administration products and many others. There are several methods which can be used for efficiency evaluation. Each situation should be analyzed individually and therefore we are not able to choose one of them and say it is the best or most appropriate.

Social Media and Web 2.0 for Rethinking E-Government Maturity Models

2012 ◽  
pp. 250-265 ◽  
Author(s):  
B. Joon Kim ◽  
Savannah Robinson
Keyword(s):  
Social Media ◽  
Web 2.0 ◽  
Public Service ◽  
Public Administrators ◽  
The Public ◽  
Public Service Organizations ◽  
Building Activities ◽  
The Public Sphere ◽  
Use Of Social Media ◽  
Public Service Agencies

In this chapter, the authors argue that social media and Web 2.0 technologies have the potential to enhance government responsiveness, representation, citizen participation, and overall satisfaction with the public policy-making process. To do that, this chapter suggests the dialectical approach of a new E-government maturity model through both New Public Service and Social Construction of Public Administration views. Then, they provide guidance to practitioners who are responsible for developing social media and Web 2.0 strategies for public service organizations. Finally, to provide guidelines for public administrators, this chapter argues that the “public sphere” should be redefined by citizen’s online social networking activities with public administrators and capacity building activities among practitioners in public service agencies through their use of social media and Web 2.0 tools.

HRM and the New Public Management

2009 ◽  
Author(s):  
Stephen Bach ◽  
Ian Kessler
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Service Organizations ◽  
Limited Attention ◽  
Employment Relations ◽  
The Public ◽  
Public Service Organizations ◽  
New Public

As human resource management (HRM) has developed as a field of study, the attention paid to public sector employment relations has been relatively limited. The preoccupation with the link between HR practice and corporate performance has been less applicable to public service organizations that are answerable to a range of stakeholders and in which HR policy has been geared to ensuring political accountability. There has been a recognition that the public sector confronts fiscal and political pressures that are altering HR practice. However, this observation has rarely been backed up by a sustained focus on people management in the public sector. This limited attention arises from characteristics of the sector. Defining the public sector is not straightforward because there are differences between countries in terms of the size, scope, and role of the sector.

Social Marketing: An Advocacy Empirical Analysis of Service Objects of Public Welfare Organizations

2018 ◽  
Vol 2 (2) ◽  
Author(s):  
Dong Xie ◽  
Guixia Ma
Keyword(s):  
Social Marketing ◽  
Public Service ◽  
Delphi Method ◽  
Entropy Method ◽  
Service Organizations ◽  
Public Welfare ◽  
Organizational Mission ◽  
The Public ◽  
Public Service Organizations ◽  
Service Project

The ultimate goal of social marketing is to change the behavior, attitude, concept, and so on of target audiences. For the public welfare organization, the basis of its service project design is the organization's mission and location. The key to achieve the organizational mission is to be able to lock the service objects and respond to the needs of service objects effectively. This research is based on the theoretical framework of social marketing and based on the questionnaire survey and analysis of the advocacy effectiveness and problems of service objects of the 327 public service organizations in China. Using the Delphi method and the entropy method, the 6P model of social marketing for service objects advocacy in the field of domestic public welfare practice is concise, and a new operational mechanism for service objects advocacy of public welfare organizations is proposed to implement the mission and value of public welfare organizations and contribute to the change of service objects.

Social Media and Web 2.0 for Rethinking E-Government Maturity Models

2012 ◽  
pp. 1445-1460
Author(s):  
B. Joon Kim ◽  
Savannah Robinson
Keyword(s):  
Social Media ◽  
Web 2.0 ◽  
Public Service ◽  
Public Administrators ◽  
The Public ◽  
Public Service Organizations ◽  
Building Activities ◽  
The Public Sphere ◽  
Use Of Social Media ◽  
Public Service Agencies

In this chapter, the authors argue that social media and Web 2.0 technologies have the potential to enhance government responsiveness, representation, citizen participation, and overall satisfaction with the public policy-making process. To do that, this chapter suggests the dialectical approach of a new E-government maturity model through both New Public Service and Social Construction of Public Administration views. Then, they provide guidance to practitioners who are responsible for developing social media and Web 2.0 strategies for public service organizations. Finally, to provide guidelines for public administrators, this chapter argues that the “public sphere” should be redefined by citizen’s online social networking activities with public administrators and capacity building activities among practitioners in public service agencies through their use of social media and Web 2.0 tools.

scholarly journals BUDAYA KINERJA LEMBAGA PELAYANAN PUBLIK: Analisis Budaya Kinerja Kementrian dan LPNK di Indonesia (PERFORMANCE CULTURE IN PUBLIC SERVICE ORGANIZATION: An Analysis of Performance Culture ini Ministries and Non Ministerial Institutes in Indonesia)

1969 ◽  
Vol 9 (2) ◽  
Author(s):  
Sri Wahyu Wijayanti
Keyword(s):  
Service Quality ◽  
Public Service ◽  
Service Organizations ◽  
Three Dimensions ◽  
Cultural Performance ◽  
Quality Performance ◽  
The Public ◽  
Performance Culture ◽  
Public Service Organizations ◽  
Low Performance

Performance of public service in Indonesia is still not satisfactory. This has been caused by the low performance culture in the public service. In this paper, service performance culture is elaborated into three dimensions, namely the commitment to service quality, performance reward and attention toward stakeholders. The analysis of quantitative data concerning the performance culture obtained from a survey of 54 ministries and the Non-Ministerial Government Institute in Indonesia indicated that performance culture of the Ministry and Institute does not support the creation of public service quality. Thus, improvements of performance culture in public service organizations in Indonesia should be managed by improving the performance culture of public service institution.Keywords: cultural performance, public service institutions, ministries, non-ministerial government institutions.Kinerja lembaga pelayanan publik di Indonesia saat ini masih belum memuaskan. Hal ini berhubungan dengan budaya kinerja yang berkembang dalam lembaga pelayanan publik tersebut. Dalam tulisan ini budaya kinerja pelayanan dielaborasi kedalam tiga dimensi yakni komitmen terhadap kualitas pelayanan, penghargaan terhadap kinerja dan perhatian terhadap pemangku kepentingan. Hasil analisis atas data-data kuantitatif mengenai budaya kinerja yang didapatkan dari survei terhadap 54 Kementerian dan Lembaga Pemerintah Non-Kementerian (LPNK) di Indonesia, menunjukkan bahwa budaya kinerja Kementrian dan K/L saat ini masih belum mendukung terciptanya pelayanan publik yang berkualitas.Dengan demikian perbaikan budaya kinerja pada lembaga pelayanan publik di Indonesia sudah seharusnya dilakukan melalui perbaikan budaya kinerja lembaga pelayanan publik.Kata kunci: budaya kinerja, lembaga pelayanan publik, kementerian, lembaga pemerintah Non-Kementerian

Effects of public-service employee age and performance of emotional labor on job pride

2016 ◽  
Vol 44 (8) ◽  
pp. 1339-1348 ◽  
Author(s):  
Hyun Jung Lee
Keyword(s):  
Public Service ◽  
Emotional Labor ◽  
Service Organizations ◽  
Older Individuals ◽  
Service Employees ◽  
Entry Level ◽  
The Public ◽  
Public Service Organizations ◽  
And Performance ◽  
Employee Age

There is a growing number of older individuals seeking entry-level public service positions; jobs that may not be physically demanding, but may require emotional exertion. Older individuals are more experienced in interpersonal interactions and may be able to manage their emotions better than can their younger counterparts. However, factors of age and performance of work requiring emotional labor are lacking in public administration research. I conducted a survey with 167 public-service employees in USA, classifying them as younger adults (25 to 44 years old) and older adults (45 to 65 years old), and examined how performance of work requiring emotional labor mediates employee age by using an individual's pride in their job as a criterion variable. The findings suggested that an employee's age was positively related to pride in the job and better performance of work requiring emotional labor, and, unless they are mediated by higher level of false face acting, these two variables are significantly related. These findings lead to several suggestions for organizations: first, that public service organizations should open up work opportunities to older individuals; and second, because of lower wages in the public sector, organizations should offer generous fringe benefits.

scholarly journals Szervezeti modell fejlesztése a közszolgáltatásban

2020 ◽  
Vol 7 (3) ◽  
Author(s):  
Péter Vörös
Keyword(s):  
Environmental Protection ◽  
Human Resource ◽  
20Th Century ◽  
21St Century ◽  
Public Service ◽  
Service Organizations ◽  
Ecological Environment ◽  
Organizational Model ◽  
The Public ◽  
Public Service Organizations

A közszolgáltatásban napjainkban is a XX. század szervezeti modellje a domináns.A változást a XXI. század kihívásai motiválják, sürgetését a fejlődés dinamikája, a verseny kiéleződése, az ökokörnyezet katasztrofális romlása indukálja. A szervezet felépítése nemcsak a működés hatékonyságát határozza meg, de az ott dolgozók motiváltságát, gondolkozását és így teljesítményét is. A közszolgáltatási szervezetek átalakítása egy innovációs szervezeti modell irányába hozzájárulhat a lakossági igények magasabb színvonalon történő kielégítéséhez, a gazdasági környezet dinamizálásához, a humánerőforrás teljesítményének növeléséhez, a környezetvédelem és -fejlesztés magasabb szint emeléséhez.A tanulmány az innovatív szervezet működésének elméleti bemutatása mellett a gyakorlat terepén is bemutatja az átalakítás folyamatát, lehetőségeit, irányát és lehetséges eredményét. In public services, the 20th century organizational model is dominant in our days.Changes are motivated by 21st century challenges and are urged by the dynamics of development, the sharpening of competition and the catastrophic devastation of the ecological environment. Transforming the public service organizations according to an innovation organizational model may contribute to the fulfilment of public demands at a higher standard, to a more dynamic economic environment, the improvement of human resource performance and to raising environmental protection and development to an improved level.Besides introducing the theory of the operation of an innovative organization, the study presents the process, the possibilities, the trends and the possible results of this transformation in the field of practice, as well.

scholarly journals Value for Money in Organizations Providing Public Education Services and How to Measure It

2020 ◽  
Vol 66 (2) ◽  
pp. 62-70
Author(s):  
Jana Štrangfeldová ◽  
Nikola Štefanišinová
Keyword(s):  
Public Education ◽  
Public Service ◽  
Service Organizations ◽  
Value For Money ◽  
Education Services ◽  
The Public ◽  
Public Service Organizations ◽  
Use Of Resources ◽  
Efficiency And Effectiveness ◽  
Insight Into

AbstractThe public has put increased pressure on organizations providing public services to demonstrate the most productive use of resources, with due regard for value received. Education is no exception. This study focus on the presentation and evaluation of public organizations (public grammar schools in our case) in education on the basis of their economy, efficiency and effectiveness as one of the indicators of performance assessment. The methodology of Value For Money presented in this study can provide useful information about the situation of education for public forces and for public grammar schools themselves. Also, this methodology may help to gain a deeper insight into strengths of individual schools, as well as in which they can improve. A limitation of the concept of VFM is that performance evaluation is possible only between homogeneous services. The originality and value of the study are reflected in its focus on such topics as monitoring and measuring of performance for public service organizations (i.e., education services). It also provides a tool for districts and individual schools to gain information using indicators employed here for identifying and solving the performance problems that occur in education system of Slovakia.

scholarly journals Public Service Management in Ecuador

2020 ◽  
Vol 19 (1) ◽  
pp. 37-44
Author(s):  
Stefany Cevallos
Keyword(s):  
Public Sector ◽  
Latin American ◽  
Public Service ◽  
Service Management ◽  
Secondary Data ◽  
Social Changes ◽  
The Public ◽  
Public Servant ◽  
New Methodologies ◽  
Implementation Plans

This article addresses the perspectives of Public Service Management in Ecuador, a Latin American country which saw various social changes and political paradigms. The new Constitution of Ecuador was launched in 2008 in a scenario where nationalism replaced the liberal paradigm in Ecuador. Its main features were the defence of postliberal values and sovereignty as a superior principle. On the other hand, the role of the public sector in the economy of Ecuador grew after 1972 when petroleum revenues increased remarkably. Nowadays, the public sector reduction was entered into force after the collapse in the price of crude oil in 2014 and an earthquake of 7.8 Mw that devastated the coast of Manabí in 2016. In this context, during the presidency of the former president Rafael Correa, new principles were instituted, such as decentralisation, the new concept of public servant and new methodologies such as National Management for Results. The methodology used is secondary data sources including various types of books, journal articles, government and non-governmental reports, government implementation plans.

Sign in / Sign up

Export Citation Format

Share Document