Creating high-performance organizations in the public sector

2002 ◽  
Vol 41 (3) ◽  
pp. 341-354 ◽  
Author(s):  
Tressie Wright Muldrow ◽  
Timothy Buckley ◽  
Brigitte W. Schay
Keyword(s):  
Public Sector ◽  
High Performance ◽  
The Public

High-Performance Government

2021 ◽  
Author(s):  
Janine O'Flynn
Keyword(s):  
Public Sector ◽  
Performance Improvement ◽  
High Performance ◽  
Performance Characteristics ◽  
Superior Performance ◽  
Future Research ◽  
The Public ◽  
Management Literature

Governments have always been interested in performance and how to improve it, and this topic has drawn considerable attention from scholars and practitioners. Considerable efforts go into addressing the performance puzzle with major programs of reform, for example, developed to drive performance improvement. Since the 2000s, the notion of high-performance government has developed to express these aspirations. Rooted in management literature that has focused mostly on high-performance organizations, this perspective focuses on sustained superior performance that is driven by specific high-performance characteristics. As this idea migrated to the public sector, distinctly discursive and conceptual approaches have developed; both approaches, however, remain underdeveloped. Future research in this area should focus on better defining the key components and ensuring that important aspects of high performance are incorporated into models.

scholarly journals Human resource management and performance at the Indian Railways

2018 ◽  
Vol 31 (1) ◽  
pp. 47-61 ◽  
Author(s):  
Vijay Edward Pereira ◽  
Rita Fontinha ◽  
Pawan Budhwar ◽  
Bimal Arora
Keyword(s):  
Public Sector ◽  
High Performance ◽  
Financial Indicators ◽  
Developed Country ◽  
Content Type ◽  
The Public ◽  
High Performance Work Practices ◽  
And Performance ◽  
Context Specific ◽  
Social Importance

Purpose High-performance work practices (HPWPs) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies. The purpose of this paper is to work towards filling this void, by empirically evaluating HPWP within an Indian public sector undertaking (PSU), also the world’s largest commercial public sector employer: the Indian Railways (IR). Design/methodology/approach The authors investigate whether the practices implemented in this organisation are consistent with the idea of HPWPs, and analyse how they are influenced by different stakeholders and ultimately associated with different indicators of organisational performance. The authors focused on six railway zones and interviewed a total of 62 HR practitioners. Findings The results show that most practices implemented are aligned with the idea of HPWPs, despite the existence of context-specific unique practices. Furthermore, the authors identify the influence of multiple stakeholders in decision making concerning different practices. The authors additionally found that the measurement of performance goes beyond financial indicators and several context-specific non-financial indicators are identified and their social importance is reiterated. Originality/value Theoretically, this paper utilises and contributes to the resource-based view of firms by identifying a distinctive bundle of competencies in human resources through HPWS in the IR.

High-performance work systems and the performance of public sector workplaces in Britain

2021 ◽  
Author(s):  
Alex Bryson ◽  
Michael White
Keyword(s):  
Public Sector ◽  
High Performance ◽  
Performance Ratings ◽  
Target Setting ◽  
Workplace Change ◽  
Work Systems ◽  
The Public ◽  
High Performance Work Systems ◽  
Nationally Representative ◽  
Workplace Outcomes

Abstract We assess the role played by high-performance work systems (HPWSs) in public sector management achieving cost reductions and efficiency savings, and in introducing ‘modernizing’ technical and operational changes. Using a nationally representative survey of public sector workplaces with 50 or more employees we find that increased use of HPWS was positively correlated with workplace financial performance ratings and the implementation of workplace organizational change, and negatively correlated with wage costs. We also find target setting (TS) practices are, as much as HPWS, significantly associated with workplace outcomes. First difference estimates for the financial rating and workplace change outcomes qualitatively support the cross-section findings in these respects. We conclude that both HPWS and TS are important management technologies for managers pursuing government objectives in the public sector.

scholarly journals Comparing Work Engagement in People-Changing and People-Processing Service Providers: A Mediation Model With Red Tape, Autonomy, Dimensions of PSM, and Performance

2018 ◽  
Vol 47 (3) ◽  
pp. 287-313 ◽  
Author(s):  
Rick T. Borst
Keyword(s):  
Public Sector ◽  
Work Engagement ◽  
High Performance ◽  
Central Government ◽  
Service Providers ◽  
Large Data ◽  
Public Servants ◽  
Data Set ◽  
The Public ◽  
Institutional Contexts

Due to the increasing demanding work environment, public managers need their employees to be proactive and dedicated and feel energetic in their work to reach high performance—that is, public organizations need engaged workers. However, there is a dearth of research examining work engagement in the public sector context in general and in different institutional contexts (e.g., education vis-à-vis central government) in particular. The goal of this study is to examine the relationship between antecedents and outcomes of work engagement in the public sector in general and the within-public sector differences including institutional contexts in particular. Based on the analysis of a large data set, it can be concluded that public servants have different personalities and work in different institutional contexts, and these differences influence their work engagement. The importance of work engagement research in public administration is further confirmed because it leads to higher performance and job satisfaction across sectors.

scholarly journals Performance Driven Culture in the Public Sector: The Case of Nordic Countries

2021 ◽  
Vol 11 (1) ◽  
pp. 4
Author(s):  
Michaela Kotková Stříteská ◽  
Yee Yee Sein
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Local Governments ◽  
High Performance ◽  
Nordic Countries ◽  
The Public ◽  
Practice Performance ◽  
Key Characteristics ◽  
Public Sector Organizations

Public sector organizations face a lack of efficiency and ineffectiveness in providing their mandates due to fear of change among the public service workers. Public sector managers can instill a high performance-driven culture in employees of the public sector. For this reason, the study aims to define a set of key characteristics of organizational culture that contribute to effective performance measurement and management of public sector organizations. The qualitative research method is employed in this paper using case study comparative analysis. To get the objectives of the study, selected local governments from three different Nordic countries are analyzed. As discovered from the case study analysis, these local governments have successfully constructed and implemented performance measurement and management systems. Concurrently, they practice performance-driven culture key characteristics to achieve their organizational targets without any significant difficulties. Three key characteristics (strong performance-driven leadership, report and communicate performance, review and discuss performance) are used in all selected local governments, and one (the reward system) is missing. All four key characteristics are employed only in Helsinki, which is a benchmark for other local governments. This study’s results can thus serve as an example of best practice for other public sector organizations within Europe.

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