scholarly journals Managerial Characteristics and its Impact on Organizational Performance: Evidence from Syria

2015 ◽  
Vol 16 (2) ◽  
pp. 212-221 ◽  
Author(s):  
Elias Milana ◽  
Issa Maldaon
Keyword(s):  
Human Capital ◽  
Public Sector ◽  
Organizational Performance ◽  
Human Resource ◽  
Public Organization ◽  
Level Of Education ◽  
The Public ◽  
Public Managers ◽  
Effective Change ◽  
Effect Of Age

This study aims to explore impact of managerial human capital in performance of a Syrian public organization, Directorate of Finance of province of Damascus, through use some of managerial characteristics are age, level of education, tenure and functional track. This study applied on a sample of 12 managers and 138 employees. The study reveals that there are no significant effect of age, level of education and functional track in performance of Directorate of Finance of province of Damascus, while there is a positive, strong and significant effect of tenure manager in organizational performance, which indicates that managerial characteristics almost irrelevant with performance of Directorate of Finance of the province of Damascus, and the public sector in general. Such results appear a need for efforts are invested in the formulation and implementation of human resource procedures and policies which can bring about effective change in behaviours and roles of the public managers and employees.

scholarly journals Advancing a Behavioral Approach for Studying Public Administration

2018 ◽  
Vol 13 (6) ◽  
pp. 25 ◽  
Author(s):  
Andrea Tomo
Keyword(s):  
Public Sector ◽  
Literature Review ◽  
Change Management ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Public Administration ◽  
Human Resource ◽  
Behavioral Approach ◽  
The Public ◽  
Effective Change

This paper aims at providing a conceptual framework to analyze the public sector through a behavioral approach.The paper relies on the framework provided by Huse (2007) to study the behavioral approach in the private sector and employs a systematic literature review to adapt this framework to the public sector.The findings enable the application of the behavioral approach to the public sector through four main areas of discussion: human resource management, interactions, organizational climate, and culture leadership and structure.Literature on public sector has less regarded this dimension despite behaviors may affect both individual and organizational performance. Thus, this paper has manifold interesting implications, especially with reference to an effective change management in the public sector.

Performance in the Public Sector

2021 ◽  
Author(s):  
Jeannette Taylor
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Empirical Research ◽  
The Public ◽  
Public Managers ◽  
Technical Issues ◽  
Performance Enhancing

Big claims have been made about the application of performance management in the public sector. In addition to improving accountability, performance management has been widely promoted as a useful managerial tool that is capable of improving organizational performance. This chapter reviews the literature on performance management in the public sector, paying particular attention to empirical research on its implementation in the Australian public sector. The review findings suggest that the promise of the performance-enhancing effects of performance management in the public sector is likely to remain an illusion until public managers are able to effectively address the various challenges associated with its implementation, particularly around non-technical issues.

IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

2014 ◽  
Vol 29 (3) ◽  
pp. 187-205 ◽  
Author(s):  
Min-Seok Pang ◽  
Gwanhoo Lee ◽  
William H DeLone
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Value Management ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Public Sector Organizations ◽  
It Resources ◽  
The Relationship

What value does information technology (IT) create in governments and how does it do so? While business value of IT has been extensively studied in the information systems field, this has not been the case for public value. This is in part due to a lack of theoretical bases for investigating IT value in the public sector. To address this issue, we present a conceptual model on the mechanism by which IT resources contribute to value creation in the public-sector organizations. We propose that the relationship between IT resources and organizational performance in governments is mediated by organizational capabilities and develop a theoretical model that delineates the paths from IT resources to organizational performance, drawing upon public-value management theory. This theory asserts that public managers, on behalf of the public, should actively strive to generate greater public value, as managers in the private sector seek to achieve greater private business value. On the basis of the review of public-value management literature, we suggest that the following five organizational capabilities mediate the relationship between IT resources and public value - public service delivery capability, public engagement capability, co-production capability, resource-building capability, and public-sector innovation capability. We argue that IT resources in public organizations can enable public managers to advance public-value frontiers by cultivating these five organizational capabilities and to overcome conflicts among competing values.

What Makes Performance-Related Pay Effective in the Public Sector? Target, Pay Design, and Context

2021 ◽  
pp. 0734371X2199072
Author(s):  
Jinsol Park
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Organizational Context ◽  
Positive Association ◽  
Organizational Outcomes ◽  
Successful Implementation ◽  
Organizational Contexts ◽  
The Public ◽  
Public Managers ◽  
Employee Characteristics

While performance-related pay (PRP) has been implemented in most OECD countries over the past four decades, its effectiveness is still up for debate. What is under-investigated in the previous literature is under what conditions the public sector can effectively implement an optimal design of a PRP system. This study investigates how the target of PRP, the design of performance pay, and organizational context affect the effectiveness of PRP. The findings indicate that PRP has a positive association with organizational performance but the aspects of performance it affects differ depending on to whom it is implemented and how PRP is designed. This study also finds that the positive effect of PRP for top executives is attenuated if organizational outcomes are not easily observable. This article suggests that public managers should pay careful attention to employee characteristics, pay design, and organizational contexts for the successful implementation of PRP in the public sector.

scholarly journals Development of Human Resources to Increase Policy Capacity in Public Sector

2017 ◽  
Vol 1 (1) ◽  
pp. 14
Author(s):  
Mahmoud Kaleem
Keyword(s):  
Resource Management ◽  
Public Sector ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Policy Cycle ◽  
The Public

This research paper is based on the correlation between HRM practice and organizational performances. The influence of HRM practices on organizational performance has significant effects. The main objective of this paper is to explore the general practice of HRM programs and establish the influences of properly managing the human resources for better development of selected organizations. This study had surveyed four leading organizations with 300 total respondents, in which 80 workers are working on top managerial positions and the remaining 220 staff members are working on the core non-managerial position. The response rate was 97.98% that signifies the interest rate of staff in the development of effective HRM policies in their organizations.Targeted and convenience sampling techniques are used to drive the results for this study. The results of the survey showed that in those organizations where human resource management practices are poorly planned and implemented and managed by non-experts so called managers, programs and policies of these organizations are perceived poorly by their employees. The study also showed that the enormous benefits of sound human resource management which were highly appreciated by their employees. It was proposed that the organizations should devote a proper human resources management department through which competitive advantages could be created.This paper emphases the development of human resources to increase the capability of policy in the public sector. Therefor the main attention together with to encounter the challenges which are the great hurdles in the communal development and develop a mechanism for the improvement the public sector staff’s competency throughout the policy cycle. Psychological treatments and different physical training segments are adopted in three stages for improvement of staff’s competency. The first one is focusing on the individual’s competency development policy, and that people-oriented approach is crucial factor for achieving successful reforms. In the second stage, conventional means i.e. customary orthodox trainings and development methodologies are adopted for the development of staff’s competency in the ever changing environments.

scholarly journals THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE

2013 ◽  
Vol 14 (Supplement_1) ◽  
pp. S328-S357 ◽  
Author(s):  
Claudine Kearney ◽  
Robert D. Hisrich ◽  
Bostjan Antoncic
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
External Environment ◽  
Corporate Entrepreneurship ◽  
The United States ◽  
Mediating Effect ◽  
Integrative Model ◽  
The Public ◽  
Private Sector Organizations

A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.

Mapping public value processes

2014 ◽  
Vol 27 (4) ◽  
pp. 334-352 ◽  
Author(s):  
John Alford ◽  
Sophie Yates
Keyword(s):  
Public Sector ◽  
Child Nutrition ◽  
Process Mapping ◽  
Public Value ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Big Picture ◽  
Comprehensive Framework

Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.

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