Organizational culture and managing change in public service organizations

2012 ◽  
pp. 84-98
Keyword(s):  
Organizational Culture ◽  
Public Service ◽  
Service Organizations ◽  
Managing Change ◽  
Public Service Organizations

scholarly journals The role of transformational leadership and organizational culture in service delivery within a public service organization

2014 ◽  
Vol 3 (3) ◽  
pp. 44-51 ◽  
Author(s):  
Ophillia Ledimo
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Service Delivery ◽  
Organizational Performance ◽  
Public Service ◽  
Service Organizations ◽  
Service Organization ◽  
Random Sample Size ◽  
Public Service Organizations ◽  
Increased Pressure

Continuous changes in the external environment deriving from legislative, economic and technological factors, puts pressure not only to corporate organizations, but also to public service organizations. These changes have increased pressure on service delivery and calls for accountability in public service organizations. With this increased pressure comes the need for public service organizations to discover how to most effectively enhance their organizational performance. Two of the most effective ways to improve performance are through the organizational leadership and culture. Although many studies were conducted on transformational leadership and organizational culture, there is still a need to investigate the link between these constructs in public service organizations. Hence the objective of this study was to explore the relationship between transformational leadership and organizational culture for service delivery practices. The Leadership Practice Inventory (LPI) and Organizational Culture Inventory (OCI) were administered to a random sample size of N=238, from a population of 4350 employees working within the public service organization. Descriptive statistics and Pearson’s correlation were conducted to analyse the data. The results of this study indicated a significant positive relationship between transformational leadership and the constructive dimension of organizational culture within a public service organization. In terms of contributions and practical implications, insight gained from the findings may be used in proposing leadership and organizational development interventions and future research.

scholarly journals Acceptance of Change Behaviour among Middle Managers: The Importance of Subjective Norms and Social Influence as Environmental Predictors

2018 ◽  
Vol 14 (2) ◽  
pp. 155
Author(s):  
Safuwan Samah
Keyword(s):  
Social Influence ◽  
Public Service ◽  
Middle Managers ◽  
Cognitive Theory ◽  
Social Pressure ◽  
Subjective Norms ◽  
Service Organizations ◽  
Related Factors ◽  
Private Service ◽  
Public Service Organizations

The study seeks to examine the influence of environmental-related factors among middle managers in Malaysian government organization. Specifically, this study seeks to determine the influence of subjective norms and social influence in public organizations on acceptance of change. Present study employed cross-sectional survey involving a sample of 400 Administrative and Diplomatic Officers (ADO) in Malaysian Public Service organizations. The findings highlighted that middle managers’ subjective norms in this study were significant in influencing acceptance of change but are not affected by their social pressure when changes are implemented. Practically, this investigation proffers essential effort in understanding the acceptance of change of middle managers in public service organizations. This study suggests ADO as change agents should be well informed and consulted to create social pressure among them to act in supportive ways of implementing planned change Theoretically, the results of this study append to the literature and to a certain extent provide better explanation of Theory of Reasoned Action and Social Cognitive Theory in the context of acceptance of change. The population of this study involved ADO as middle managers in Malaysian Public Service organizations thus the results cannot be generalized to other level of employees in public sector as well as private service organizations. A comparative study involving both public and private service organizations would be worth studying in future.

scholarly journals EFFECT OF FRAUD RISK REDUCTION STRATEGY ON THE LEVEL OF EMPLOYEE FRAUD IN NIGERIAN PUBLIC SERVICE ORGANIZATIONS

2012 ◽  
Vol 4 (1) ◽  
pp. 30-44
Author(s):  
Joe Duke II ◽  
Kechi A. Kankpang
Keyword(s):  
Risk Reduction ◽  
Public Service ◽  
Survey Design ◽  
Service Organizations ◽  
Cross Sectional ◽  
Reduction Strategy ◽  
Risk Reduction Strategy ◽  
Fraud Risk ◽  
Public Service Organizations ◽  
Employee Fraud

Given the rampant headline revelations of widespread fraud perpetrated in Nigerian public service organizations in recent times, this study addresses a topical subject that commands urgent attention, understanding and intervention. Using a survey design and case approach, a cross-sectional study was carried out on a sample of 54 systematically selected public service organizations spread across the South-South geopolitical region of Nigeria. The study showed that the fraud risk reduction strategy deployed in Nigerian public service organizations is not effective in reducing the overall level of employee fraud. The study showed that auditor’s monitoring strength is low. It also found that the prevailing reward and compensation system does not facilitate reduction of incentive for employee fraud. These results point to a need to review, strengthen and make more dynamic and responsive the current fraud risk reduction strategy used. Key words: employee fraud, organizations, Nigeria.

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