Exploring the Effects of HRD to Reduce Turnover Intention and Turnover in Public Sector: Comparative Case Study of Korea, Ethiopia, and Rwanda

2018 ◽  
Author(s):  
Pierre Celestin Bimenyimana ◽  
Halefom Ayele ◽  
Healyim Lee
Keyword(s):  
Public Sector ◽  
Turnover Intention ◽  
Comparative Case Study

scholarly journals Exploring the Effects of Human Resource Development to Reduce Turnover Intention and Turnover in Public Sector: Comparative Case Study of Korea, Ethiopia, and Rwanda

2021 ◽  
Vol 3 (1) ◽  
pp. 14-27
Author(s):  
Pierre Celestin Bimenyimana ◽  
Ayele Halefom Abay ◽  
Healyim Lee
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Human Resource ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Resource Development ◽  
Comparative Case Study ◽  
Research Issues ◽  
The Public

One of the worldwide important research issues and practical challenges in the public sector is to decrease turnover intention or turnover rate, thereby increasing government overall efficiency and effectiveness. With the world continually changing in this way, it is necessary to invest and educate its members in terms of "human capital" rather than "human resources” so as to survive and flourish. This study explores the effects of human resource development (HRD) to reduce turnover intention and turnover in the public sector. It predicts that HRD consists of enhancing and facilitating the development of capabilities and potentials of individuals, organizations, and communities. The data of the study was collected from 10 respondents working at the Ministerial level in Ethiopia, Korea and Rwanda through in-person, phone and email interviews. Based on literature, we developed a research model, case study research design and qualitative approach was employed in this paper. The results found that there is no direct impact of HRD in reducing turnover intention and turnover however HRD can affect negatively as well as positively employee turnover intentions indirectly. The study suggests that there are should be good HRD Programs for enhancing and facilitating the development of capabilities and potentials of individuals, organizations, and communities.

Ambidextrous design and public organizations: a comparative case study

2016 ◽  
Vol 29 (7) ◽  
pp. 708-724 ◽  
Author(s):  
Nele Cannaerts ◽  
Jesse Segers ◽  
Erik Henderickx
Keyword(s):  
Public Sector ◽  
Public Organizations ◽  
Comparative Case Study ◽  
Formal Organization ◽  
Content Type ◽  
Design Elements ◽  
Sector Research ◽  
Public Sector Research ◽  
Exploitation And Exploration

Purpose The purpose of this paper is to explore how public cultural organizations use ambidextrous design to balance exploitation and exploration given their organizational structure that mainly stimulates exploitation. Design/methodology/approach The authors use an abductive methodology and, perform an in-depth comparative case study. The data sample consists of two Belgian public cultural centers located in the Flemish area. In all, 21 semi-structured interviews where analyzed using Nvivo. Findings Results show, first, that although both cases have the same formal organization chart, their informal structure differs. Second, both cases have a different point of view toward exploitation and exploration. Third, no “pure” ambidextrous designs were found. Finally, the paper formulates theoretical propositions for ambidexterity and public sector research. Research limitations/implications Limitations of this paper are threefold. First, the authors only compared two cases, so generalization of the findings is limited. Second, although the authors managed to make contributions to ambidexterity and public sector research, theory building is not finished. Finally, researchers have to improve empirical evidence focusing on which design elements lead toward ambidextrous public organizations. Originality/value This paper makes a threefold contribution to ambidexterity literature and public sector research. First, the focus on public sector organizations is a rarely taken approach in ambidexterity research. Second, the specific use of ambidextrous design attributes to the limited public sector research that has focused on ambidexterity. Third, the focus on small organizations with limited resources is a rarely taken focus in ambidexterity and public sector research.

scholarly journals Audit committee roles and responsibilities in two English public sector settings

2016 ◽  
Vol 31 (8/9) ◽  
pp. 848-870 ◽  
Author(s):  
Karim Hegazy ◽  
Anne Stafford
Keyword(s):  
Public Sector ◽  
Institutional Theory ◽  
Audit Committee ◽  
Organizational Context ◽  
New Public Management ◽  
Comparative Case Study ◽  
Institutional Setting ◽  
Structured Interviews ◽  
Content Type

Purpose This paper aims to conduct a comparative study by examining the Audit Committee (AC) set-up, roles, responsibilities and developments in two distinct English public sector settings, namely, foundation trusts (FTs) and local authorities (LAs). Design/methodology/approach The paper is exploratory and explanatory in nature and uses a qualitative case study approach framed in institutional theory. It is based on semi-structured interviews with AC chairs, external and internal auditors and finance directors triangulated with meeting observations and documentation review. Findings The study finds that public sector ACs have a large and diverse role which extends beyond challenging/monitoring responsibilities. Influenced by the New Public Management ideology, the AC has developed more rapidly in FTs due to imposed regulation contrasting with the slower progress in LAs due to its still voluntary adoption. Nevertheless, in both environments, there is a developing understanding and growing competence within the AC in terms of their assurance role where the focus has shifted from an emphasis on function and on transacting business through following a manual, to a more strategic-looking approach. Research limitations/implications Due to the complexity of public sector settings, and by using an approach framed within institutional theory, the study contributes by challenging a simple notion of isomorphism as an explanation of AC roles, responsibilities and development in two distinct public sector environments. Furthermore, the study recognizes that there is a need to ensure ACs are appropriate to their institutional setting and organizational context. Originality/value Most AC studies have focused on private sector contexts. This paper explores the phenomenon in a different organizational context, namely, as a public sector comparative case study.

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