Multi-Channel Delivery of E-Services in the Light of M-Government Challenge

2007 ◽  
pp. 292-317
Author(s):  
Panagiotis Germanakos ◽  
George Samaras ◽  
Eleni Christodoulou
Keyword(s):  
Public Sector ◽  
Service Delivery ◽  
Private Sector ◽  
Mobile Communication ◽  
Single Point ◽  
New Developments ◽  
The Public ◽  
Front End ◽  
Technological Constraints ◽  
The Impact

During the last decade, users have become accustomed to new means of service delivery in the private sector. Nowadays, users expect the same level of variety from the public sector: they want their interactions to be convenient, and they prefer to be online rather than in-line. New developments in ICT along with the growth of mobile communication allow the involved sectors to meet these challenges by re-engineering their front-end and back-end of?ce. They have developed new ways of interaction through a variety of channels allowing users to consume their services anytime, anywhere, and anyhow, restructure services that accommodate their users’ needs, and re-organize processes within and between separate administrative bodies. This chapter will examine the interaction requirements regarding a friendlier and more effective multi-channel services environment, the mobility challenges, and their apt implementation in the governmental sector placing emphasis on the technological constraints of an m-government open interoperable multi-service delivery infrastructure and the impact of its single-point of access functionality across the borders of the new digitally integrated Pan-European reality.

Multi-Channel Delivery of E-Services in the Light of M-Government Challenge

2011 ◽  
pp. 1638-1657
Author(s):  
Panagiotis Germanakos ◽  
George Samaras ◽  
Eleni Christodoulou
Keyword(s):  
Public Sector ◽  
Service Delivery ◽  
Private Sector ◽  
Mobile Communication ◽  
Single Point ◽  
New Developments ◽  
The Public ◽  
Front End ◽  
Technological Constraints ◽  
The Impact

During the last decade, users have become accustomed to new means of service delivery in the private sector. Nowadays, users expect the same level of variety from the public sector: they want their interactions to be convenient, and they prefer to be online rather than in-line. New developments in ICT along with the growth of mobile communication allow the involved sectors to meet these challenges by re-engineering their front-end and back-end of?ce. They have developed new ways of interaction through a variety of channels allowing users to consume their services anytime, anywhere, and anyhow, restructure services that accommodate their users’ needs, and re-organize processes within and between separate administrative bodies. This chapter will examine the interaction requirements regarding a friendlier and more effective multi-channel services environment, the mobility challenges, and their apt implementation in the governmental sector placing emphasis on the technological constraints of an m-government open interoperable multi-service delivery infrastructure and the impact of its single-point of access functionality across the borders of the new digitally integrated Pan-European reality.

Research from China finds no significant difference in impact of public service motivation (PSM) in public and private sectors

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Employee Performance ◽  
Intention To Leave ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Significant Difference ◽  
Set Up ◽  
The Impact

Purpose The authors assumed PSM would be higher in the public sector, but they set up a trial to find out if this was the case. Design/methodology/approach To test their theories, the authors conducted two independent surveys. The first consisted of 220 usable responses from public sector employees in Changsha, China. The second survey involved 260 usable responses from private sector employees taking an MBA course at a university in the Changsha district. A questionnaire was used to assess attitudes. Findings The results found no significant difference between the impact of public sector motivation (PSM) on employee performance across the public and private sectors. The data showed that PSM had a significant impact on self-reported employee performance, but the relationship did not differ much between sectors. Meanwhile, it was in the private sector that PSM had the greatest impact on intention to leave. Originality/value The authors said the research project was one of the first to test if the concept of PSM operated in the same way across sectors. It also contributed, they said, to the ongoing debate about PSM in China.

scholarly journals The Impact of the Employment Relations Act 2000 on Collective Bargaining

1970 ◽  
Author(s):  
Brett Lineham ◽  
Louise Fawthorpe ◽  
Boaz Shulruf ◽  
Stephen Blumenfeld ◽  
Roopali Johri
Keyword(s):  
Public Sector ◽  
Collective Bargaining ◽  
Private Sector ◽  
Administrative Data ◽  
Union Membership ◽  
Qualitative Data ◽  
Low Density ◽  
Employment Relations ◽  
The Public ◽  
The Impact

This study carried out by the Department of Labour in 2007/08 aims to assess whether there have been any significant changes in the coverage of collective bargaining that can be attributed to the Employment Relations Act 2000. The research draws on administrative data relating to union membership and collective bargaining coverage, as well as qualitative data from employers, employees, union representatives and other employment relations stakeholders. The research shows that collective bargaining has yet to regain pre Employment Relations Act levels. Collective bargaining remains concentrated in the public sector, with low density in the private sector. The study concludes that the effects of the Act on collective bargaining are chiefly observed in the recovery of collective bargaining in the public sector, and the continued decline (in general) in the private sector. The research offers no indications that these patterns will change.  

scholarly journals Graduate programs in education, exploring its meaning and significance of training

2017 ◽  
Author(s):  
María del Rosario Landín Miranda ◽  
Diana Ramírez Hernández ◽  
Félix Eduardo Núñez Olvera
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Symbolic Interactionism ◽  
Social Representations ◽  
Graduate Programs ◽  
Educational Policies ◽  
The Public ◽  
Inductive Study ◽  
The Impact ◽  
The City

In this research, we present an analysis carried out in the city of Poza Rica, state of Veracruz, Mexico on the meaning and significance of education that students attribute to the master programs related to education. We base this work from the Theory of Social Representations of Serge Moscovici (1961) and the Method of Symbolic Interactionism of Herbert Blumer (1969), this research is consistent with the educational policies in the training of professionals, due that from an inductive study with a cualitative perspective, we can do an analysis with more relevance on the impact that the offer of postgraduate has on the training of current professionals. Two study contexts were taken: masters in education offered in the public sector and masters in education offered in the private sector. As well, the agencies that shape the policies for the evaluation of postgraduate programs in Mexico, particularly with emphasis on the CONACYT framework.

scholarly journals Public-Private Sector Involvement in Providing Efficient Solid Waste Management Services in Nigeria

Recycling ◽  
2019 ◽  
Vol 4 (2) ◽  
pp. 19 ◽  
Author(s):  
Olukanni ◽  
Nwafor
Keyword(s):  
Public Sector ◽  
Service Delivery ◽  
Waste Management ◽  
Private Sector ◽  
Solid Waste ◽  
Solid Waste Management ◽  
Private Partnership ◽  
The Public ◽  
The Right ◽  
Private Sector Involvement

This paper reviews the partnership between the public and the private sectors in providing efficient solid waste management (SWM) services. While the responsibility of providing SWM services lies with the public sector, the sector has not been able to meet the demand for efficient service delivery, especially in developing countries. In a bid to increase efficiency and lower costs incurred in rendering these services, the involvement of the private sector has been sought. With a focus on major Nigerian cities, partnerships between the local government and private operators in SWM have been analysed based on the level to which the partnership has improved the SWM services. This paper provides an understanding that the success of any public-private partnership relies on the extent to which all stakeholders perform their duties. If the public sector is slack in monitoring and supervising the activities of the private operators, the latter may focus on profit generation while neglecting efficient service delivery. Also, legislation is an important part of SWM. Without the right legislation and enforcement, waste generators will not be mandated to dispose their waste properly. The public sector as a facilitator is responsible for creating an environment for private operators to function, particularly through legislation, enforcement and public sensitization.

HRD Practices and Philosophy of Management in Indian Organizations

2005 ◽  
Vol 30 (2) ◽  
pp. 71-80 ◽  
Author(s):  
Anil Kumar Singh
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Competitive Environment ◽  
Top Management ◽  
The Public ◽  
Hr Practices ◽  
Public Sector Organizations ◽  
Private Sector Organizations ◽  
The Impact ◽  
Theory Y

The managerial philosophy of a company is generally based upon the top management's assumptions about people working in the organization. It reflects the attitude of the top management towards the human resources of an organization. Managerial philosophies of companies are embedded in the society. McGregor (1960) has labelled these managerial philosophies as ‘Theory X and Theory Y.’ This paper is an attempt to identify the relationship between human resource (HR) practices and the philosophy of management of the Indian business organizations. For this, the different variables of HR practices were studied and the management's philosophy was identified by measuring beliefs of top management about employees in the organizations. The sample for the study consisted of 95 respondents from two private sector organizations and 119 respondents from two public sector organizations. The findings of the study indicate that the variables of HR practices (planning, recruitment, and selection) were highly but negatively related to the philosophy of management in the private sector organizations. This meant that the Indian organizations were practising traditional philosophy of management in such organizations. The prevalence of traditional managerial philosophy focusing on managerial control has always dominated the managerial community in the sense that it is more prevalent and is more ‘tightly’ linked to managerial practice. As new managerial ideologies evolved, the older ones “never disappeared; instead, images and practices central to each were gradually institutionalized” (Barley and Kunda, 1992). The philosophy of management showed a blurred picture in the public sector organizations. Though the top management's views and balance sheet emphasized the belief of the organization towards Theory Y, the analysed responses proved that management philosophy was not clear to managers working in these organizations. In fact, the Indian public sector organizations started as welfare organizations. However, the impact of market economy has led to a competitive environment. Though the public sector organizations have started realizing the impact of competition, it is difficult for them to understand when they lost their focus on the managerial philosophy. The following key issues emerged from the study: Organizations will have to design managerial philosophy which is sensitive to human existence. The managerial philosophy in the organization has an impact on the organizations of the future. HR concepts that get packaged along with modern managerial philosophy are likely to revolutionize the workplace. The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization could well be the way for organizations in this competitive environment in India.

scholarly journals Comparing the impact of management on public and private nurses in Bangladesh

2019 ◽  
Vol 32 (7) ◽  
pp. 741-758
Author(s):  
Matthew Xerri ◽  
Farr-Wharton Ben ◽  
Yvonne Brunetto ◽  
Frank Crossan ◽  
Rona Beattie
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Turnover Intentions ◽  
Well Being ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Management Models ◽  
Anglo American ◽  
The Impact

Purpose The purpose of this paper is to use conservation of resources (COR) theory as a lens for comparing the impact of line management on Bangladeshi public and private nurses’ perception of work harassment, well-being and turnover intentions where Anglo-American and European management models have been super-imposed on an existing different culture. Design/methodology/approach Survey data were collected from 317 Bangladeshi nurses’ (131 from the public sector and 186 from the private sector). Structural equation modelling was used for analysis. Findings High work harassment was associated with low-being, and together with management practices, it explained approximately a quarter of private sector nurses’ well-being. In total, management, work harassment and employee well-being explained approximately a third of the turnover intentions of public sector nurses, whereas only work harassment explained approximately a third of private sector nurses’ turnover intentions. The findings suggest a differential impact of management on work harassment across the public and private sector. Research limitations/implications Cross-sectional data are susceptible to common method bias. A common latent factor was included, and several items that were explained by common method variance were controlled. Further, the findings are limited by the sample size from one sector and the use of only one developing country. Practical implications It is a waste of resources to transplant Anglo-American and European management models to developing countries without understanding the impact on nurses’ outcomes. Originality/value Anglo-American and European management models are not easily transferable to the Bangladesh context probably because of the impact of ties and corruption. Line management is a positive resource that builds employee well-being for public sector employees only.

Does Economic Freedom Influence Major Health Indicators in India? Cross-state Panel Estimation Results

2016 ◽  
Vol 1 (2) ◽  
pp. 203-221 ◽  
Author(s):  
Saleema Razvi ◽  
Debashis Chakraborty
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Economic Freedom ◽  
Health Sector ◽  
Health Indicators ◽  
Healthcare Outcomes ◽  
Best Interest ◽  
Indian States ◽  
The Public ◽  
The Impact

It is widely acknowledged that inadequacies in public sector health systems can only be overcome by substantial structural and institutional reforms. In India, the need for reforms in the health sector has been highlighted and stressed upon in recent period. While there is a growing belief that public and private sectors in health can potentially gain from one another, there is also recognition that, given their respective strengths and weaknesses, neither the public sector nor the private sector alone can operate in the best interest of the health system. The current study attempts to analyse the impact of enabling environments measured by the economic freedom index in 20 Indian states on select healthcare outcomes, through a panel data model. The empirical results confirm that rise in economic freedom lowers maternal mortality and infant mortality, as the resulting conducive environment enables greater private sector participation. However, the crucial role to be played by the public sector is also underlined in no uncertain terms. The obtained results strongly indicate that the health scenario in India can improve only through closer co-ordination between the public and the private sectors.

scholarly journals Labor Market Precarity Shapes Perception of the Public Sector in the Eurozone

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110404
Author(s):  
Adolfo C. Fernández Puente ◽  
Nuria Sánchez-Sánchez
Keyword(s):  
Job Satisfaction ◽  
Labor Market ◽  
Public Sector ◽  
Private Sector ◽  
The Public ◽  
Temporary Contract ◽  
European Working ◽  
The One ◽  
The Impact ◽  
Public Sector Workers

This study analyses the impact of working in the public sector on job satisfaction in Europe (19) through the European Working Condition Survey (EWCS). A grouping of countries is proposed based on the perception of workers regarding the functioning of the labor market. Econometric estimates show that public sector workers, at an aggregate level, are more satisfied than those in the private sector. The highest job satisfaction corresponds to permanent contract public sector workers, followed by temporary contract public sector employees, the permanent contract private sector, and the temporary contract private sector workers. The results confirm that in those countries with a higher proportion of individuals who consider losing their job a probability, public sector job satisfaction is higher. In addition, those countries where the proportion of individuals with low confidence in finding a new job with similar characteristics to the one they have, public sector job satisfaction is also higher.

The value of lost productivity from workplace bullying in Ireland

2020 ◽  
Vol 70 (4) ◽  
pp. 251-258 ◽  
Author(s):  
J Cullinan ◽  
M Hodgins ◽  
V Hogan ◽  
L Pursell
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Workplace Bullying ◽  
Negative Binomial ◽  
Independent Effect ◽  
Economic Costs ◽  
Public And Private ◽  
The Public ◽  
Lost Productivity ◽  
The Impact

Abstract Background Workplace bullying is a pervasive problem with significant personal, social and economic costs. Estimates of the resulting lost productivity provide an important societal perspective on the impact of the problem. Understanding where these economic costs fall is relevant for policy. Aims We estimated the value of lost productivity to the economy from workplace bullying in the public and private sectors in Ireland. Methods We used nationally representative survey data and multivariable negative binomial regression to estimate the independent effect of workplace bullying on days absent from work. We applied the human capital approach to derive an estimate of the annual value of lost productivity due to bullying by sector and overall, in 2017. Results Bullying was independently associated with an extra 1.00 (95% CI: 0.38–1.62) days absent from work over a 4-week period. This differed for public and private sector employees: 0.69 (95% CI: −0.12 to 1.50) versus 1.45 (95% CI: 0.50–2.40) days respectively. Applying official data, we estimated the associated annual value of lost productivity to be €51.8 million in the public sector, €187.6 million in the private sector and €239.3 million overall. Conclusions The economic value of lost productivity from workplace bullying in Ireland is significant. Although bullying is more prevalent in the public sector, it has a larger effect on absence in the private sector. Given this, along with the greater overall share of employees, productivity losses from bullying are considerably larger in the private sector in Ireland.

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