Development and Management System of Urban Development Undertaken by Private and Public Sector in Metropolitan Kuala Lumpur

1996 ◽  
Vol 31 (0) ◽  
pp. 679-684
Author(s):  
Shizuo Iwata ◽  
Kazunori Hokao
Keyword(s):  
Public Sector ◽  
Urban Development ◽  
Management System ◽  
Kuala Lumpur ◽  
Private And Public ◽  
Development And Management

Service Quality Perception towards E-CRM Practices among Customers of Private and Public Sector Banks of Rajasthan Using SERVQUAL Method

2018 ◽  
Vol 7 (3) ◽  
pp. 22
Author(s):  
Neeti Kasliwal ◽  
Jagriti Singh
Keyword(s):  
Public Sector ◽  
Service Quality ◽  
Banking Sector ◽  
Sampling Technique ◽  
Vital Role ◽  
Public Sector Banks ◽  
Significant Difference ◽  
Private And Public ◽  
Score Method ◽  
Public Banks

Banking sector is growing rapidly and playing a vital role in the economic development of the nation. Both private and public sector banks are giving more priority to service quality to satisfy their customers. For this, banks are now emphasizing on E-CRM practices to carry out transactions and communicate with their customers. The purpose of this research is to assess the service quality among private and public banks in Rajasthan. Purposive sampling technique has been employed to collect the data from three private banks and three banks from public. To analyze the data, descriptive statistics, Mean score method and t test have been used. Results indicates that there is a significant difference in consumer’s perception of service quality dimensions related to E-CRM practices provided by selected private and public sector banks of Rajasthan..The findings of this research will help policy makers of banking sector to set customer oriented policies.

Public or private “ownership” - what’s in a name?

2003 ◽  
Vol 3 (1-2) ◽  
pp. 441-447
Author(s):  
J. Davis ◽  
G. Cashin
Keyword(s):  
Public Sector ◽  
Service Delivery ◽  
Capital Expenditure ◽  
Performance Standards ◽  
Public Utility ◽  
Private Ownership ◽  
Private Company ◽  
Delivery Performance ◽  
Operations And Maintenance ◽  
Private And Public

This paper examines the similarities and differences between public and private ownership of water utilities, including variations such as corporatisation. In any utility where the asset owner and the asset operator are the same, there are pressures to reduce operations and maintenance costs and capital expenditure to maximise returns. The authors argue that this is the case irrespective of whether such returns are to private shareholders or dividends to government. On the other hand, where the asset owner and the asset operator are separate entities with a clearly defined contractual interface, it is not possible to increase returns by reducing operations and maintenance standards, presuming a properly constructed contract. This is because the performance standards are clearly stipulated in the contract with payment reductions applying for non-performance. Such a model can be put in place irrespective of whether the asset owner is a private company or a public utility. The paper examines the profit incentive applying to private and public sector organisations in models where:the asset owner and the asset operator are the same organisation;models where the asset owner and the asset operator are separate organisations, with the service delivery performance governed by a clearly defined contractual interface. The paper shows why the drivers governing the behaviour of public sector and private sector owners are similar, and how the separation of asset owner and asset operator can be used to ensure that service delivery standards are achieved at the lowest cost, whilst providing full transparency to shareholders, regulators and customers alike. The paper also reviews actual comparative data on service quality and performance under a number of ownership and contractual models, and draws conclusions on the effectiveness of the various asset owner/operator models in terms of service delivery performance and costs.

Transitions from career employment among public- and private-sector workers

2019 ◽  
Vol 18 (04) ◽  
pp. 529-548 ◽  
Author(s):  
Joseph F. Quinn ◽  
Kevin E. Cahill ◽  
Michael D. Giandrea
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Pension Plans ◽  
Full Time ◽  
Defined Benefit ◽  
Defined Contribution ◽  
Private And Public ◽  
Public And Private Sector ◽  
Career Employment ◽  
Public Sector Workers

AbstractDo the retirement patterns of public-sector workers differ from those in the private sector? The latter typically face a retirement landscape with exposure to market uncertainties through defined-contribution pension plans and private saving. Public-sector workers, in contrast, are often covered by defined-benefit pension plans that encourage retirement at relatively young ages and offer financial security at older ages. We examine how private- and public-sector workers transition from full-time career employment, with a focus on the importance of gradual retirement. To our surprise, we find that the prevalence of continued work after career employment, predominantly on bridge jobs with new employers, is very similar in the two sectors, a result with important implications in a rapidly aging society.

Are There Still Differences Between the Roles of Private and Public Sector Managers?1

2010 ◽  
Vol 12 (1) ◽  
pp. 127-149 ◽  
Author(s):  
Céline Desmarais ◽  
Emmanuel Abord de Chatillon
Keyword(s):  
Public Sector ◽  
Private And Public ◽  
Public Sector Managers

Letting Industry Hold the Reins

1994 ◽  
Vol 8 (2) ◽  
pp. 107-114
Author(s):  
Dianne L. Watts
Keyword(s):  
Academic Performance ◽  
Public Sector ◽  
Cooperative Education ◽  
Business Information Systems ◽  
Business Information ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Early Decision ◽  
The University ◽  
Students Success

South Australian private and public sector organizations directly influence the quality and quantity of graduates through ownership of a unique cooperative education undergraduate course in business information systems. Sponsors meet monthly to set objectives and oversee management of the programme within the University framework. Academics work with sponsors to deliver educational objectives and to strengthen links with industry. The outcomes have been students' success in attaining high levels of academic performance; graduates' success in securing appropriate career positions; and employers' satisfaction with graduate employee's productivity and rapid assimilation into industry. These measurements of success vindicate an early decision to make industry the ‘owners' of the programme.

scholarly journals CORRIGENDUM TO "PROTOTYPE OF WEB-BASED DAILY WORK REPORT MANAGEMENT SYSTEM USING SMART PENS"

2021 ◽  
pp. 1-1
Author(s):  
Tim Chen ◽  
Abū al-Qāsim Muḥammad ◽  
John Chen ◽  
Himel Md Sakibul Hassan Sajib
Keyword(s):  
Information Technology ◽  
Management System ◽  
Ho Chi Minh City ◽  
Engineering Science ◽  
Kuala Lumpur ◽  
Web Based ◽  
Daily Work

Prof. Dr. Gradimir Danon, Editor in Chief of the Journal of Applied Engineering Science demanded the change in the list of the contributing authors. CLARIFICATION Upon written remarks of Dr. Alexander Babanin from University of Melbourne, Melbourne, Australia and Dr. Bertrand Chapron from Laboratoire d'Océanographie Physique et Spatiale, Centre de Brest, IFREMER, Plouzané, France that each of them was included in the list of co-authors without their acceptance and knowledge, and written apology of the corresponding author Dr. John Chen explaining it was his omission, the Editorial Board decided to correct the list of initially listed authors. Therefore, initial authors list from the above stated paper published under the paper number 17(2019)3, 607, 280-283 with DOI:10.5937/jeas10-18602: Tim Chen1, Alexander Babanin2, Abū al-Qāsim Muḥammad3, Bertrand Chapron4, John Chen5,6*,Himel Md Sakibul Hassan Sajib6,71Al LAB, Faculty of Information Technology, Ton Duc Thang University, Ho Chi Minh City, Vietnam2University of Melbourne, Melbourne, Australia3King Abdulaziz University, Jeddah, Saudi Arabia4Laboratoire d'Océanographie Physique et Spatiale, Centre de Brest, IFREMER, Plouzané, France5Staffordshire University, Staffordshire, United Kingdom6BRAC University, Dhaka, Bangladesh7Asia Pacifi c University, Kuala Lumpur, Malaysia has to be written as follows: Tim Chen1, Abū al-Qāsim Muḥammad2, John Chen3,4*, Himel Md Sakibul Hassan Sajib4,51Al LAB, Faculty of Information Technology, Ton Duc Thang University, Ho Chi Minh City, Vietnam2King Abdulaziz University, Jeddah, Saudi Arabia3Staffordshire University, Staffordshire, United Kingdom4BRAC University, Dhaka, Bangladesh5Asia Pacific University Kuala Lumpur, Malaysia Exclusion of Dr. Alexander Babanin and Dr. Bertrand Chapron does not affect original paper.

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