scholarly journals Availability and Readiness Assessment of Facilities with Hospital Admission Capacity in Two Regions of Guinea-Bissau

2020 ◽  
Vol 33 (2) ◽  
pp. 101
Author(s):  
André Beja ◽  
Van Hanegem Menezes Moreira ◽  
Augusta Biai ◽  
Agostinho N’Dumbá ◽  
Clotilde Neves ◽  
...  
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
African Countries ◽  
Comprehensive Overview ◽  
Readiness Assessment ◽  
Public And Private ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Mother And Child

Introduction: The weaknesses of Guinea-Bissau’s health system have long been highlighted. The purpose of this study is to contribute with evidence for decision-making on the reform of the country’s healthcare map, by analyzing the availability and readiness of services at the facilities that may become part of a Hospital Complex in Bissau, proposed in the National Health Development Plan.Material and Methods: We analyzed 13 public and private facilities with inpatient capacity, located in Bissau and Biombo. Service Availability and Readiness Assessment (SARA) tools were used for data collection, treatment and analysis.Results: A comprehensive overview of these facilities has been provided, describing their general capacity to provide care and their readiness to implement it, along with the availability and readiness of specific services: diagnosis, family planning, mother and child health, obstetrics, communicable and non communicable diseases, blood transfusion and surgery. We observed a greater concentration of beds and professionals in the facilities of public sector, the only that provides all the specific services analyzed. Private sector services with agreements to supply the public sector have higher readiness levels and the private sector has the lowest operating capacity.Discussion: Findings reflect the lack of equipment, infrastructure and resources, the predominance of the public sector and the growth of the private for-profit and non-profit sectors, as well as inadequacies in planning and regulation. Similarities and differences between our findings and those described in the literature for other African countries are identified.Conclusion: This study reinforces the relevance of developing integrated and rational responses of health services and provides evidence for this.

Relationship between CSR motivations and corporate social performance: a study in the power industry in India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Moumita Acharyya ◽  
Tanuja Agarwala
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Power Sector ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Self Interest ◽  
Public And Private Sector

PurposeThe paper aims to understand the different motivations / reasons for engaging in CSR initiatives by the organizations. In addition, the study also examines the relationship between CSR motivations and corporate social performance (CSP).Design/methodology/approachThe data were collected from two power sector organizations: one was a private sector firm and the other was a public sector firm. A comparative analysis of the variables with respect to private and public sector organizations was conducted. A questionnaire survey was administered among 370 employees working in the power sector, with 199 executives from public sector and 171 from private sector.Findings“Philanthropic” motivation emerged as the most dominant CSR motivation among both the public and private sector firms. The private sector firm was found to be significantly higher with respect to “philanthropic”, “enlightened self-interest” and “normative” CSR motivations when compared with the public sector firms. Findings suggest that public and private sector firms differed significantly on four CSR motivations, namely, “philanthropic”, “enlightened self-interest”, “normative” and “coercive”. The CSP score was significantly different among the two power sector firms of public and private sectors. The private sector firm had a higher CSP level than the public sector undertaking.Research limitations/implicationsFurther studies in the domain need to address differences in CSR motivations and CSP across other sectors to understand the role of industry characteristics in influencing social development targets of organizations. Research also needs to focus on demonstrating the relationship between CSP and financial performance of the firms. Further, the HR outcomes of CSR initiatives and measurement of CSP indicators, such as attracting and retaining talent, employee commitment and organizational climate factors, need to be assessed.Originality/valueThe social issues are now directly linked with the business model to ensure consistency and community development. The results reveal a need for “enlightened self-interest” which is the second dominant CSR motivation among the organizations. The study makes a novel contribution by determining that competitive and coercive motivations are not functional as part of organizational CSR strategy. CSR can never be forced as the very idea is to do social good. Eventually, the CSR approach demands a commitment from within. The organizations need to emphasize more voluntary engagement of employees and go beyond statutory requirements for realizing the true CSR benefits.

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.

MPA Graduates and the Dilemma of Job Satisfaction: Does Crossing the Sector Line Make a Difference

1991 ◽  
Vol 20 (4) ◽  
pp. 449-455 ◽  
Author(s):  
Barrie E. Blunt ◽  
Kris Anne Spring
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Work Satisfaction ◽  
Federal State ◽  
Non Profit ◽  
The Public ◽  
Public Sector Employment ◽  
State Regional

This study examines levels of job satisfaction for MPA graduates employed in the public, private, and non-profit sectors. Findings are based on a survey and indicate that MPA graduates derive greater satisfaction with pay and promotion opportunities in the private sector than in the public or non-profit sectors. No significant differences were noted between the sectors with regard to work satisfaction or satisfaction with supervisor or co-workers. Further, no differences in levels of satisfaction were noted between four categories of public sector employment; federal, state, regional, or local.

Public-Private-Academic Cooperation as a Trust Building Mechanism

2016 ◽  
pp. 199-223
Author(s):  
Nicholas Virzi ◽  
Juan Portillo ◽  
Mariela Aguirre
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Trust Building ◽  
Public And Private ◽  
The Public ◽  
National Competitiveness ◽  
Working Together ◽  
The Government ◽  
Innovation And Entrepreneurship

The chapter will be a case study from an Ordoliberal perspective of the conception, implementation and policy output of the newly created Private Council of Competitiveness (PCC) in Guatemala, a country wracked by mistrust of the public sector by the private sector. The PCC was founded as a private sector initiative, in conjunction with academia, to work with the government to spawn new efforts aimed at augmenting Guatemala's national competitiveness, by fomenting innovation, entrepreneurship and closer ties between academia and the public and private sectors. The chapter utilizes first hand interviews with the members of the PCC and key public sector players, academics, and other top representatives from the private sector to show how working together built the trust necessary to make the PCC a successful working body with the potential to produce important initiatives in matters of competitiveness, innovation and entrepreneurship.

Underlying values and competencies of public and private sector managers

2016 ◽  
Vol 5 (4) ◽  
pp. 371-387 ◽  
Author(s):  
Sean D. Darling ◽  
J. Barton Cunningham
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Private Sector ◽  
Critical Incident ◽  
Visionary Leadership ◽  
Political Environment ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public And Private Sector

Purpose The purpose of this paper is to identify unique values and competencies linked to private and public sector environments. Design/methodology/approach This study is based on critical incident interviews with a sample of senior leaders who had experience in both the public and private sectors. Findings The findings illustrate distinct public and private sector relevant competencies that reflect the unique values of their organizations and the character of the organization’s environments. This paper suggests a range of distinct public sector competencies including: managing competing interests, managing the political environment, communicating in a political environment, interpersonal motivational skills, adding value for clients, and impact assessment in decision-making. These were very different than those identified as critical for the private sector environment: business acumen, visionary leadership, marketing communication, market acumen, interpersonal communication, client service, and timely and opportunistic decision-making. Private sector competencies reflect private sector environments where goals need to be specifically defined and implemented in a timely manner related to making a profit and surviving in a competitive environment. Public sector competencies are driven by environments exhibiting more complex and unresolvable problems and the need to respond to conflicting publics and serving the public good while surviving in a political environment. Originality/value A key message of this study is that competency frameworks need to be connected to the organization’s unique environments and the values that managers are seeking to achieve. This is particularly important for public organizations that have more complex and changing environments.

scholarly journals Aggregate Public-Private Remuneration Patterns in South Africa

2020 ◽  
Author(s):  
Andreas Wörgötter ◽  
Sihle Nomdebevana
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Private Sector ◽  
Inflation Targeting ◽  
Public And Private ◽  
The Public ◽  
Causal Direction ◽  
Long Run ◽  
Causality Tests ◽  
Public And Private Sector

AbstractThis paper investigates the public-private remuneration patterns in South Africa with time-series methods for the first time since the introduction of an inflation-targeting framework in 2000. Co-integration tests and analysis confirm that there is a stable, long-run relationship between nominal and real remuneration in the public and private sector. The adjustment to the deviations from this long-run relationship is strong and significant for public-sector remuneration, while private-sector wages neither respond to deviations from the long-run relationship nor lagged changes in public-sector remuneration. The causal direction from private- to public-sector remuneration does not change if real earnings are calculated with the gross domestic product deflator. This is confirmed by simple Granger-causality tests.

Organizational Commitment across Three Sectors: Public, Non-profit, and For-profit

2002 ◽  
Vol 31 (2) ◽  
pp. 201-210 ◽  
Author(s):  
Laurel R. Goulet ◽  
Margaret L. Frank
Keyword(s):  
Organizational Commitment ◽  
Public Sector ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Two Sectors

This study examines organizational commitment of workers in three sectors: public, non-profit and for-profit. Previous work in this area has been limited to the study of organizational commitment in one sector, or a comparison between only two sectors. In order to examine organizational commitment across the three sectors, 228 employees in public sector, non-profit sector, and for-profit sector organizations were surveyed. The results indicate that for-profit workers were the most committed to their organizations, followed by non-profit employees. Workers with the lowest levels of organizational commitment were those in the public sector. Explanations for and the significance of these findings are discussed.

scholarly journals Contraction and Expansion: The Divergence of Private Sector and Public Sector Unionism in the United States

1988 ◽  
Vol 2 (2) ◽  
pp. 63-88 ◽  
Author(s):  
Richard B Freeman
Keyword(s):  
United States ◽  
Public Sector ◽  
Private Sector ◽  
Developed Countries ◽  
The United States ◽  
Public And Private ◽  
The Public ◽  
Union Status ◽  
Contraction And Expansion ◽  
Public Sector Unionism

The institutional structure of the American labor market changed remarkably from the 1950s and 1960s to the 1980s. What explains the decline in union representation of private wage and salary workers? Why have unions expanded in the public sector while contracting in the private sector? Is the economy-wide fall in density a phenomenon common to developed capitalist economies, or is it unique to the United States? To what extent should economists alter their views about what unions do to the economy in light of the fact that they increasingly do it in the public sector? To answer these questions I examine a wide variety of evidence on the union status of public and private workers. I contrast trends in unionization in the United States with trends in other developed countries, particularly Canada, and use these contrasts and the divergence between unions in the public and private sectors of the United States to evaluate proposed explanations.

Comparable Worth: A Comparison of Litigated Cases in the Public and Private Sectors

1987 ◽  
Vol 16 (3) ◽  
pp. 281-293 ◽  
Author(s):  
Helen LaVan ◽  
Marsha Katz ◽  
Maura S. Malloy ◽  
Peter Stonebraker
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Awareness ◽  
Comparable Worth ◽  
Public Administrators ◽  
Job Evaluation ◽  
Public And Private ◽  
The Public ◽  
Job Classification ◽  
Private Sector Organizations

Various approaches have been developed as methods to reduce comparable worth differences. These include judicial (increased enforcement, lawsuits, and legislation), interest group activities (collective bargaining, non-unionized negotiations, and public awareness activities), and actions of public administrators (job evaluations and voluntary pay adjustments). However, the number of comparable worth lawsuits against public sector organizations continues to increase. This study compares public sector litigation to that which occurred in the private sector. Findings include that private sector organizations have moved towards the more quantitative job evaluation methods and away from the job classification method, which public sector employers in the litigated cases used. While pay was of focal interest in the public sector, judgments tended not to support the awarding of monetary compensation in the public sector. The issue of lack of training opportunities was more prevalent as a basis for litigations in the private sector, but litigation with respect to promotion was found only in public sector cases.

scholarly journals Actions that Combat the Disruption of the Moral and Social Code with the Purpose of Favoritism

2015 ◽  
Vol 16 (29) ◽  
pp. 1-4
Author(s):  
Sergio Armando Prado De Toledo
Keyword(s):  
Criminal Justice ◽  
Public Sector ◽  
Private Sector ◽  
Public Administration ◽  
Private Companies ◽  
Public And Private ◽  
The Public ◽  
Social Code ◽  
Public And Private Sector ◽  
Reduction Of Costs

Abstract Currently, corruption has been so generalized and sophisticated that threatens to undermine the own society structure. Corruption is a problem identified in all the countries. What changes is how we deal with it. Nevertheless, why is there so much corruption? Within the group of factors, it is possible to highlight the high bureaucracy that reduces the efficiency of the public administration; the presence of a slow Judiciary Branch which is very low is terms of efficiency, when reprimanding illicit practices that incite everything ending up in pizza (this sentence was literally translated from Portuguese, it does not exist in English, but it means that impunity prevails in Brazil.); the existence of a corporatist sense among the Administration industries in the public sector in relation to the private sector and so facilitating corruption. The penalty for corruption should be constrained to mechanisms that allow the system of criminal justice to carry out actions of arrest, prosecution, penalty and repair to the country. Combating corruption complies with the republican ideal for the reduction of costs in Brazil. Moralizing the public-private relations offers juridical security to the market. The fact that some countries, especially Brazil, are seriously combating against corruption brings hope, with an eye on a more rigid legislation and less bureaucratic as well, with the end of the corporatist sense and the equivalence of salaries between the public and private sector. We shall provide effective criminal, administrative and civil penalties of inhibiting nature for future action; we shall provide cooperation between the law applicator and the private companies; we shall prevent the conflict of interests; we shall forbid the existence of “black fund” at the companies and we shall encouraged the relief or reduction of taxes to expenses considered as bribery or other conducts related

Sign in / Sign up

Export Citation Format

Share Document