scholarly journals Prosocial Motivation of Private Sector IT Professionals Joining Government

2019 ◽  
pp. 0734371X1988605
Author(s):  
Ines Mergel ◽  
Nicola Bellé ◽  
Greta Nasi
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Work Motivation ◽  
Self Determination Theory ◽  
It Professionals ◽  
The Public ◽  
Government Organizations ◽  
Prosocial Motivation ◽  
Public Sector Organizations ◽  
Comprehensive Framework

Attracting highly skilled IT talent has become a priority and an immense burden for government organizations—especially when they have other—higher paying—employment opportunities. We set out to explore why IT professionals choose a government job to make an impact on society. We aim at disentangling the effects of different types of motives, such as extrinsic, intrinsic, and other-oriented motivational forces on the decision to accept a challenging government IT job. We use self-determination theory (SDT) to analyze publicly available statements of former private sector IT professionals reporting their reason for joining 18F. Our study is one of the first attempts to use SDT as a comprehensive framework for conducting qualitative research into work motivation in the public sector. We shed light on the conceptual and empirical distinctiveness of motives, behaviors, and perceptions of prosocial impact, which are often lumped together in the public service motivation (PSM) literature. We contribute novel empirical evidence to a nascent stream of research that uses SDT to disentangle the intrinsic, prosocial, and purely extrinsic motives that drive individuals’ decisions to join public-sector organizations.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

Government E-Procurement through the Internet

2011 ◽  
pp. 901-905 ◽  
Author(s):  
C. G. Reddick
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
The Internet ◽  
Value For Money ◽  
Radical Process ◽  
The Public ◽  
Electronic Procurement ◽  
Public Sector Organizations ◽  
Conflicting Goals ◽  
Transparency And Accountability

Electronic procurement (e-procurement) is one business-to-government e-commerce venture that can benefit from the Internet. Government e-procurement is different from private sector e-procurement because of concepts such as value for money, transparency and accountability, which may be considered the main benefits for the public sector. Public sector organizations have to meet multiple, often conflicting goals, and they are subject to constraints of a financial, legal, contractual, personnel and institutional nature. In addition, radical process changes from e-procurement can only be achieved with deep changes in bureaucratic practices. These changes cannot normally be achieved without either changes in the law or privatization (Panayiotou, Gayialis, & Tatsiopoulos, 2004).

Corporate portfolio management in the public sector

2018 ◽  
Vol 37 (4) ◽  
pp. 333-340
Author(s):  
Saša Baškarada ◽  
Brian Hanlon
Keyword(s):  
Public Sector ◽  
Empirical Research ◽  
Portfolio Management ◽  
Content Type ◽  
The Public ◽  
Government Organizations ◽  
Business Units ◽  
Key Points ◽  
Public Sector Organizations ◽  
The Impact

PurposeAlthough corporate portfolio management (CPM) has been a popular tool for strategic management of multi-business portfolios in the private sector since the late 1960s, it has received limited attention in the public sector. Accordingly, empirical research on the use of CMP in government organizations is virtually non-existent. The purpose of this paper is to partially fill that gap in the literature by highlighting and discussing some of the key points that public sector organizations may need to consider when adopting CPM.Design/methodology/approachRather than deductively proposing and testing narrowly specified hypotheses, this study aims to answer a broad research question, namely: What are the key points that public sector organizations may need to consider when adopting CMP? Hence, the study adopts the qualitative interpretive research paradigm. The findings are based on empirical research conducted in a large Australian publicly funded research organization. Potential application of CPM was iteratively and incrementally explored with a reference group comprising 15 middle management representatives and several members of the senior leadership group over the course of one year.FindingsAssessment criteria traditionally used in CPM (e.g. growth potential and market share) are generally not applicable in public sector organizations. This paper suggests that government organizations should instead consider past performance and future potential of individual business units, which may be operationalized via capability (a function of human capital and associated resources/infrastructure) and delivery (a function of the demand for, and the impact of, relevant business units). The paper also highlights the importance of organization-wide consultation, evidence-based decision making, and contestability.Originality/valueFrom a practical perspective, the paper may assist public sector organizations with adapting and applying CPM. From a theoretical perspective, the paper highlights an important and relatively neglected research problem, and suggests several avenues for future research.

scholarly journals Knowledge Management in the Public Sector

2019 ◽  
pp. 484-497 ◽  
Author(s):  
Yousif Abdullatif Albastaki ◽  
Adel Ismail Al-Alawi ◽  
Sara Abdulrahman Al-Bassam
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Private Sector ◽  
Work Environment ◽  
Public Services ◽  
Continuous Change ◽  
The Public ◽  
Government Organizations ◽  
The World ◽  
The Government

Although knowledge is recognized as a very important element of any business, the public sector does not fully explore the depth of the knowledge management (KM) as compared to private sector business. As days are passing by, public sector business has also started to realize the importance of KM. The public sector is a business that is run by the government. This sector includes organizations like government cooperation, enterprises, militaries, education, health, and related departments public services. In the public sector, the managers have started to adopt and develop practices of KM. Government organizations are facing many challenges to adapt and engage themselves in an electronic work environment. Over the years KM has grown and has been in continuous change in the public sector and has become essential to any organization in the world. Managers have been looking for a more futuristic approach for the past years. The purpose of this chapter examines the ongoing change in KM in the public sector and tackles the gap in the literature.

scholarly journals Service outsourcing decisions – a process framework

2020 ◽  
Vol 13 (2) ◽  
pp. 171-194
Author(s):  
Suvituulia Taponen ◽  
Katri Kauppi
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Cost Analysis ◽  
Private Sector ◽  
Market Analysis ◽  
Decision Making Process ◽  
Service Outsourcing ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose The purpose of this paper is to compare service outsourcing decisions between public and private organizations and against a theoretical decision-making framework to both understand differences across the sectors and to provide an outsourcing framework more suitable specifically for outsourcing (and for the public sector). Design/methodology/approach Multiple case studies, i.e. a study of phenomena (here outsourcing process) at various sites is used as an approach. Findings Findings indicate that public sector organizations are trailing behind private sector organizations in how the decision-making process is conducted and resourced. The authors suggest regular evaluation of service functions internally as a starting point for the outsourcing service decision-making process. Additionally, the market analysis should be done prior to cost analysis and benchmarking as the availability of suppliers more qualified than the internal process defines the make or buy decision. Research limitations/implications The newly developed framework based on empirical evidence includes the following phases: regular evaluation of service functions, market analysis, cost analysis and benchmarking and evaluating relevant service activities. Applying the framework improves the efficient delivery of outsourced public services and brings public sector outsourcing closer to the professionalism currently present in the private sector. Originality/value Choosing between in-house and outsourced service delivery is a fundamental decision in both private and public sector organizations. Previous outsourcing research has mostly focused on the private sector, with limited focus on the public sector’s outsourcing processes, yet understanding of the service outsourcing process is important in ensuring organizational competitiveness and cost efficiency.

Utilization of Project Management Software in Qatari Government Organizations

2010 ◽  
Vol 1 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

HRD Practices and Philosophy of Management in Indian Organizations

2005 ◽  
Vol 30 (2) ◽  
pp. 71-80 ◽  
Author(s):  
Anil Kumar Singh
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Competitive Environment ◽  
Top Management ◽  
The Public ◽  
Hr Practices ◽  
Public Sector Organizations ◽  
Private Sector Organizations ◽  
The Impact ◽  
Theory Y

The managerial philosophy of a company is generally based upon the top management's assumptions about people working in the organization. It reflects the attitude of the top management towards the human resources of an organization. Managerial philosophies of companies are embedded in the society. McGregor (1960) has labelled these managerial philosophies as ‘Theory X and Theory Y.’ This paper is an attempt to identify the relationship between human resource (HR) practices and the philosophy of management of the Indian business organizations. For this, the different variables of HR practices were studied and the management's philosophy was identified by measuring beliefs of top management about employees in the organizations. The sample for the study consisted of 95 respondents from two private sector organizations and 119 respondents from two public sector organizations. The findings of the study indicate that the variables of HR practices (planning, recruitment, and selection) were highly but negatively related to the philosophy of management in the private sector organizations. This meant that the Indian organizations were practising traditional philosophy of management in such organizations. The prevalence of traditional managerial philosophy focusing on managerial control has always dominated the managerial community in the sense that it is more prevalent and is more ‘tightly’ linked to managerial practice. As new managerial ideologies evolved, the older ones “never disappeared; instead, images and practices central to each were gradually institutionalized” (Barley and Kunda, 1992). The philosophy of management showed a blurred picture in the public sector organizations. Though the top management's views and balance sheet emphasized the belief of the organization towards Theory Y, the analysed responses proved that management philosophy was not clear to managers working in these organizations. In fact, the Indian public sector organizations started as welfare organizations. However, the impact of market economy has led to a competitive environment. Though the public sector organizations have started realizing the impact of competition, it is difficult for them to understand when they lost their focus on the managerial philosophy. The following key issues emerged from the study: Organizations will have to design managerial philosophy which is sensitive to human existence. The managerial philosophy in the organization has an impact on the organizations of the future. HR concepts that get packaged along with modern managerial philosophy are likely to revolutionize the workplace. The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization could well be the way for organizations in this competitive environment in India.

scholarly journals Motivation and Life Satisfaction of Employees in the Public and Private Sectors

2014 ◽  
Vol 10 (3) ◽  
Author(s):  
Julija Peklar ◽  
Eva Boštjančič
Keyword(s):  
Life Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Intrinsic Motivation ◽  
Extrinsic Motivation ◽  
Work Motivation ◽  
Public And Private ◽  
The Public ◽  
Gender And Education ◽  
Different Types

Work motivation is the steering of human activity towards a desired objective by means of motives generated internally in a person or in his or her environment, on the basis of his or her needs. The aim of this research was to verify whether the different types of work motivation employees reported in their work were influenced by sector, job, gender and education, and to assess how the different types of motivation are linked to life satisfaction. The research involved the participation of 288 employees – 153 in the private sector and 116 in the public sector (19 did not specify). The results show that among all employees the most distinctly expressed factor is intrinsic motivation. No differences in any type of motivation were observed between sectors; between managers in the public and private sectors there were no statistically significant differences in either extrinsic motivation or intrinsic motivation or in life satisfaction.

The Governance of Partnerships in Local Government

2011 ◽  
pp. 83-101 ◽  
Author(s):  
Walter Castelnovo
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Integrated System ◽  
Public Private Partnerships ◽  
Public Value ◽  
The Public ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Manage Innovation

Partnering is often claimed to represent a solution small local government organizations (SLGOs) can resort to in order to manage innovation. However, especially when private partners are involved, resources and specialized competencies need to be allocated on the management of the partnership in order to guarantee that it will deliver a public value. SLGOs often lack such resources and this can make it difficult for them to benefit from Public-Private Partnerships. In the chapter a solution to this problem will be suggested based on the concept of Integrated System of Local Government, that represents a form of strategic and long term partnership for the sharing of resources and specialized competences among SLGOs. More specifically, it will be argued that if the partnership with the private partners is established directly by the integrated system, on behalf of its members, this can guarantee a better governance of the partnership even when the public sector organizations involved are SLGOs.

Utilization of Project Management Software in Qatari government Organizations

2012 ◽  
pp. 140-153
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

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