Does Ideology Matter? Incentive,Efficiency and Management in the Public Sector

Contracting out has become increasingly popular as a strategy for public sector management for reducing costs, alleviating the burden on government agencies providing services, as well as taking advantage of the practices that have succeeded in the private sector. Generally, the system of management in capitalist liberal democratic systems of government that emphasize rule of law, transparency, performance measurement, and accountability are expected to be more efficient, while socialist regimes are considered to be inefficient due to the lack of these features. This article compares two dissimilar cases of the Hong Kong Special Administrative Region and Shenzhen Special Economic Zone of China. An examination of the management of contract in the area of public housing in these cities reveal that the socialist city of Shenzhen has achieved a higher level of efficiency, while capitalist Hong Kong lags behind in establishing an effective system of management of contracts in the public sector. The finding challenges the traditional assumptions related to efficiency under different ideological regimes.     

Organizational Identity,Image, and Reputation: Examining the Influence on Perceptions of Employer Attractiveness in Public Sector Organizations

The active management of an organization’s image, identity and overall reputation can result in a range of benefits including attracting larger and higher quality job applicant pools, fostering an improved overall impression of the firm in potential employees’ minds and retaining and engendering loyalty amongst current employees. How these concepts apply in the public sector remains nascent. This paper reviews the extant literature on identity, image, and reputation and identifies how and why these concepts are salient for exploring current and potential employees’ perceptions of the public sector as an employer. A conceptual model is developed through reviewing organizational characteristics of public sector entities and proposing how these may influence employees’ image, identity and reputation perceptions of the employer attractiveness of the sector.     

Linking Organizational Climate to Work Engagement: A Study in the Healthcare Sector

Using a two-level structural equation approach, this article investigates the links between organizational climate and work engagement in a sample of public hospitals in Italy. Drawing from the Job Demands-Resources model, the model posits a positive association between work engagement and a climate promoting worker’s autonomy, empowerment, and well-being, whereas it suggests that a climate based on efficiency and goal attainment is not favorable for engagement. Results support the hypotheses and suggest that performance based models implemented in recent years as part of public sector reforms are not conducive to engaged workers. Implications for research on work engagement in the public sector and for public management are drawn.     

Public Service Motivation: A Cross-Country Study

This article addresses the relevance of public sector motivation (PSM) among unemployed workers. Despite the growing research interest among many public management and human resource management (HRM) scholars in employment choice, efforts to understand the “working minds” and motivational factors among the unemployed in their pursuit of a future career choice have been almost non-existent in HR scholarship in the public sector, which is critical considering the growing number of unemployed workers both domestically and internationally. Using data from the International Social Survey Program (ISSP) on Work Orientation modules in 1997 and 2005, this article examines the effects of public service motivation and rewards-based motivation on career decisions among the unemployed in seven countries. Findings indicate that while PSM and extrinsic rewards are positive and significant predictors of choosing to work in the public sector, intrinsic rewards were shown to be in a reversed relationship. Results also indicated that respondents whose previous jobs ended either in dismissal or due to family responsibilities were less likely to choose employment in the public sector compared to those whose previous job ended primarily due to retirement. Implications are discussed.     

Processes and Impacts of Strategic Management: Evidence From the Public Sector in the United Arab Emirates

This study presents the first substantial exploration of the processes and impacts of strategic management in the public sector of the United Arab Emirates (UAE). It is designed to survey the way in which public organizations formulate, implement, and evaluate their strategic plans, and to identify which particular strategic management elements are most closely related to their perceived impacts. Based on an analysis of 172 usable questionnaires from 67 organizations, the results show that the practice of strategic management has become regular and standard and can be considered the centerpiece of the public management reform in UAE public organizations over the last few years. Moreover, there is relatively high awareness of strategic planning tools and the balanced scorecard is used as the framework for strategic planning by both federal and local organizations. The study also shows that there is very little variation in the practice of strategic management between federal and local organizations and the impacts of this practice are largely beneficial. The implications of these results for practitioners and public management research are discussed.     

Exploring Millennial Generation in Task Values and Sector Choice: A Case of Employment in Planning

This study investigates task values and motivations of “millennial” generation of planners and identifies important factors affecting their public sector choices. Multinomial logistic regression comparing the task values and specializations in private and nonprofit sectors with public sector was performed. Millennial generations in public sector value communication and implementation tasks where at young workers in private and nonprofit sector place importance on tasks related to administration and plan and policy development. The finding indicates private companies give favorable opportunities to the young workers to take leadership role in projects and appreciate their management skills to operate the programs and plans.     

Civil Service Reform in Ethiopia: Issues,Lessons, and Future Directions

This article provides an in-depth review of the successes and challenges of public sector reform efforts in Ethiopia with a view to help other developing countries, particularly African countries, learn from Ethiopia's experiences in this regard so that they can improve the content of and approach to their public sector reforms. It also identifies the gaps in the existing literature and puts forward implications for further research in the area. The public sector reform program of Ethiopia has shown successes particularly in the areas of service delivery to citizens. However, the reform program is entangled with challenges such as lack of accountability and transparency on the part of implementing institutions, inadequate material and moral incentive to employees thus crippling the capacity to manage the implementation process, and participation from the side of different stakeholders.     

Comparing Employed and Unemployed Workers' Job Motivations for Sector Choice in East Asia: Does Employment Status Matter?

This article seeks to extend the understanding of the varying nature of job motivations on choosing public sector employment by comparing the two different groups of people—the employed and the unemployed—in the context of East Asia. Utilizing a subset of data from the International Social Survey Program on Work Orientation module in 2005, this article examines how eight job motivational aspects correlate with the choice between public and private sector employment. Major findings indicate that there are significant differences in job motivations between people of different employment status. Moreover, public service motivation was a not a significant factor of sector choice for the unemployed workers, compared to the employed workers who cited job usefulness to society as a reason to join the public sector employment. Practical implications are presented at the end of the article.     

The Public Sector as the Employer of Choice among Youth in Egypt: The Relevance of Public Service Motivation Theory

Young people in Egypt want to work in the public sector, even if they get less pay there than at the private sector. This article seeks to explain the attractiveness of public-sector jobs to this group, embedding this experience within the literature and theorization on public service motivation (PSM) and discussing its relevance. Issues of trust, respect, and social status are reflected in the discourse of interviewed youth about this job preference. A generation-held and culturally-ingrained appreciation among the educated to work in the public sector also contributes to this sector preference. Qualitative and quantitative data also show that extrinsic benefits of job security and stability are also pivotal to this preference. The analysis in the article suggests a holistic reading of motivational factors to join the public sector in contexts of job scarcity and labor surplus.     

Political Influence on Public–Private Partnerships in the Public Health Sector in New Zealand

The purpose of this article is highlight the influences on the performance of public-private partnership organizations established to provide procurement services for public-sector organizations. The findings provide evidence of some values-based fracturing in public-private partnerships in the New Zealand public sector. However, it is the impact of political influence that illustrates significant potential to undermine effectiveness and efficiency. This case suggests there are innovative approaches which can be adopted—other than traditional models of public expenditure—yet still providing a sustainable public health service. Finally the case argues for the importance of appropriate political understanding of the changing scenarios.     

Is Managerial Work in the Public and Private Sectors Really “Different”? A Comparative Study of Managerial Work Activities

This article aims to discern the extent to which managerial work is similar and different in the public and private sectors. Using propositions and structured categories for describing what managers do, this article compares results of an observational study conducted in the Canadian public sector with similar studies from the private sector. Through a comparison of work type, hours, location, activities, and contact patterns, this research finds few differences in managerial work activities between the two sectors, despite contextual and situational differences. Possible explanations are explored, implications of the findings are discussed, and future research directions are proposed.     

The Voice of Professionals—Lost in Evaluation?

Based on the merger of two Swedish university hospitals, this article examines the relationship between professionals and policymakers in public sector reform. Data from a survey to 663 physicians show that only 2 percent of physicians experienced a working dialogue in this relationship. The relationship with the hospital management was considered equally poor. The article seeks to understand why the voice of professionals was ignored. Results indicate that managers and policymakers collaborated—rather than competed—to avoid blame, by consequently ignoring the professionals’ feedback and attempts at whistle-blowing. This blame-avoidance strategy differs from that traditionally described in the agency literature. More studies in this area are encouraged.     

Customization in Civil Service Training: Implications for Outsourcing Human Resources Management

In the public sector, central training institutes once played an irreplaceable role in formulating training policies and providing training programs to government employees. The introduction of new public management (NPM) has stimulated a reform agenda in human resources (HR) management, resulting in a shift from centralized training to decentralized or outsourced training; to be precise, making civil service training more demand-driven and lessening the role of central training institutes. Local-level governments and agencies have acquired more autonomy in deciding whether to provide training in-house, or to purchase relevant services from private providers. In addition, dramatic institutional, economic, and operational changes in the public sector in the twenty-first century have brought about competition among governments worldwide in terms of innovative and creative ideas, prompting them to equip their employees with the relevant skills for the governments to remain competitive. This study explores how civil service training in Hong Kong has been decentralized and customized from the viewpoint of civil servants being trainees, and assesses the role of the Civil Service Training and Development Institute as a centralized training institute for Hong Kong civil servants within the modern, decentralized, and consumerized HR management regime.     

Self-Care in Public and Community Sector Workplaces

Key aspects of modern public service and community workplaces associated with significant levels of distress are identified. This includes the transformation of public sector and community agencies under the aegis of new public management (NPM). Using a child protection case study, it is argued that NPM ethos generates stressful workplaces and “uncomfortable knowledge” adding pressure to a system already in crisis. It is also argued that while there is value in self-care practices like debriefing, “boundary maintenance,” and “work-life balance,” one critical aspect of self-care associated with the virtue ethics tradition is missing. This gap in the literature and practice needs attention.     

Opportunities in Role Specialization Through Location in Public Sector Services

The purpose of this paper is to study whether organizations in the public sector have special roles that are similar to those in the private sector. The model used for the analyses is the Ferdows ‘strategic role of the plant’ model. The operations of Ministry of Foreign Affairs in Finland were analyzed for the study. The data used was gathered in interviews and from general sources. The results indicate that special roles can be found and, furthermore, that there are huge possibilities in this area. The idea of roles is important to improve their productivity.     

The Political Economy of the Growth of the Liberian Public Sector

Using a political economy approach, this study examines the nature, dynamics, and causes of the expansion of the Liberian public sector. The findings show that the major causes for the expansion of the Liberian public sector did not fit those provided by the literature—citizens’ demands for new services, and other issues that emerge from state-building. Instead, the politico-economic interests of the Liberian ruling class (both the internal and external wings) are the major causes for the increase in the size of the government. These interests include serving the interests of corporate capitalism, and the private accumulation of wealth.     

Discerning Interrelationships among the Knowledge,Competencies, and Roles of Project Managers in the Planning and Implementation of Public Sector Projects

This study uses information gleaned from a sample of 102 public sector project managers to assess the interrelationships among project manager roles, responsibilities, and competencies in the planning and implementation stages of the project life cycle. The results of confirmatory factor analysis and structural equation modeling revealed that project managers use different subsets of their skills to influence outcomes at these two stages of the project. For example, while the project manager's organizational and technical skills tend to have some influence during the project planning stage, managerial, leadership and people skills appear to have more influence during the project implementation stage. Implications of these and our other findings for the practice of project management in public sector organizations are discussed.     

Corporatized Public Land Development Bodies in Australia: Who Are the Stakeholders and Why Are They Important?

This study examines post-corporatization activities of public sector organizations, which are expected to act according to commercial principles, but, at times, are also asked to undertake projects that are not profitable: community service obligations (CSOs). Managers of government-owned corporatized entities in land development are interviewed, and a focus group at a state Treasury department conducted. We determine, when undertaking CSOs, who are the stakeholders, as perceived by management, and why they are considered important. The stakeholders are government, community, treasury (as separate from government) and the relevant private sector. Values, in addition to power, urgency and legitimacy, influence stakeholder prioritization.     

Public Employment: Attractiveness,Representativeness, and Performance

The functions of the public sector penetrate almost all aspects of social life. Considering the tremendous implications that government employment holds for economic health and other aspects, it is understandable that the processes controlling entry to these jobs are subject to widespread concern. Democratic norms call for a representative bureaucracy. The large size and increasingly mono-ethnic of the Malaysian civil service have caused concern for some time. This study suggests that job characteristics, some background and personal characteristics are significant determinants of graduating students’ job choice. The study also demonstrates how representative bureaucracy would affect performance of the public sector.     

Public Sector Reform in Central Asia and the Caucasus

Many developing countries are constantly seeking to reform their public services as part of a wider agenda which supports moves to a market economy and better governance arrangements. Some have embraced public management reforms as the template for their activities with limited success. This paper considers existing research on the impact of public sector reform in developing countries and offers an alternative approach, through case studies of Azerbaijan, Georgia and Kazakhstan, based on two keys elements: an agenda which attempts to shift developing countries to an outcomes based accountability approach operationalized through a “quality of life” framework; and, peer‐to‐peer learning.