Servant Leadership in the Public Sector: Employee Perspective

Public Organization Review - The purpose of this study is to explore how servant leadership affects public sector employee engagement, organisational ethical climate, and public sector reform, of...     

Dimensionality of Counterproductive Work Behaviors in Public Sector Organizations of Pakistan

This study attempts to analyze dimensionality of Counterproductive Work Behavior (CWB) in public sector organizations of Pakistan. Previous studies identified different dimensions of CWB but they lack discussion on some unique counter work behaviors which are facts of life in public sector organizations of many developing countries including Pakistan. Analysis of data collected from 785 public servants in Pakistan indicate that theoretical debate on dimensionality of CWB is not exhaustive unless corruption is considered a major dimension of CWB in public sector organizations.     

Learning in Public Sector Organizations: A Theory of Action Approach

The importance of learning has since long been acknowledged for both business and public sector organizations. However, learning theory and research have tended to neglect the differences between these organizations, and to develop in separate and unrelated directions. To address these developments, this paper purports, first, to develop a theoretical framework that integrates various concepts from the fields of public policy learning and organizational learning, and that is specifically directed at public sector organizations. Second, the paper purports to illustrate the utility of this framework by applying it to policy-making in a Dutch municipality, the Pegasustown prostitution case.     

Changing Public Service Organizations: Current Perspectives and Future Prospects

As governments and public service organizations across the globe engage in strategies of institutional and organizational change, it is timely to examine current developments and a future research agenda for public governance and management. The paper commences with reflections on the state of the field, based on an analysis of papers published in the British Journal of Management over the last decade. While there was some variation apparent across the set, the 'typical' article was found to be influenced by the discipline of organizational behaviour, set within the health-care sector, using case-study methods within field-based studies, and investigating shifts in roles and relationships and the management of change. It has also in the past been UK-centric, though the journal editorial policy and our own article call for a stronger international and comparative focus in the future. The second section of the article summarizes the articles and themes contained in this collection of papers on public service organizations. The third section explores a possible research agenda for the future, arguing for the significance of public sector research for the understanding of management more generally, and for examining the interface between private and public organizations (an increasingly common phenomenon). We suggest the need to set public services research in policy and political contexts, and suggest this may reveal organizational processes of wide interest. We call for a wider set of disciplines to engage in public management research, and to engage in moving the agenda from the study of efficiency to effectiveness as defined by a variety of stakeholders. We address the issue of how far public management researchers should become directly engaged with the world of policy and suggest that whether researchers engage in Mode 1 or Mode 2 research, their work would benefit from a stronger theoretical base.     

Changing Public Service Organizations: Current Perspectives and Future Prospects

As governments and public service organizations across the globe engage in strategies of institutional and organizational change, it is timely to examine current developments and a future research agenda for public governance and management. The paper commences with reflections on the state of the field, based on an analysis of papers published in the British Journal of Management over the last decade. While there was some variation apparent across the set, the ‘typical’ article was found to be influenced by the discipline of organizational behaviour, set within the health‐care sector, using case‐study methods within field‐based studies, and investigating shifts in roles and relationships and the management of change. It has also in the past been UK‐centric, though the journal editorial policy and our own article call for a stronger international and comparative focus in the future. The second section of the article summarizes the articles and themes contained in this collection of papers on public service organizations. The third section explores a possible research agenda for the future, arguing for the significance of public sector research for the understanding of management more generally, and for examining the interface between private and public organizations (an increasingly common phenomenon). We suggest the need to set public services research in policy and political contexts, and suggest this may reveal organizational processes of wide interest. We call for a wider set of disciplines to engage in public management research, and to engage in moving the agenda from the study of efficiency to effectiveness as defined by a variety of stakeholders. We address the issue of how far public management researchers should become directly engaged with the world of policy and suggest that whether researchers engage in Mode 1 or Mode 2 research, their work would benefit from a stronger theoretical base.     

Exploring Types of Public Sector Organizations: Past Exercises and Current Issues

Classification is important generally as an aid to better understanding of complex phenomena. In the context of public sector understanding and reform, it should have added importance as a guide to policy makers and reformers. There have been some notable efforts to classify public sector organizations, mostly built on interactions between analysts and the reformers themselves. One such mid-20th century exercise postulated a division of public sector organizations into three categories: departments, local governments, and the rest embracing a mass of quasi-autonomous agencies. The developments of the later 20th century, often associated with changing views about the role of the state, have increased the complexity of this third category and have imposed new pressures on our understandings, with the result that there is now a renewed interest in classification issues.     

The Bias of Structures: How Multidivisional Organizations Work in the Public Sector

This paper discusses the unexploited possibilities that organization theory offers for explaining the policy output of public-sector organizations. Although political scientists frequently argue that organization matters, exactly how it matters remains unresolved. To investigate this issue, the concept of the multidivisional organization (M-form) is applied to the public sector. Three dimensions of the M-form are identified for closer inspection: 1) the structure-strategy relationship, 2) the managerial or leadership dimension, and 3) the external-relations dimension. Several empirical examples are used to demonstrate that the M-form exerts an independent impact on policy output. While the M-form allows a single organization to perform multiple functions, it also works against crosscutting policies and is inclined toward clientelism and capture. The use of the M-form concept is beneficial for political science analyses in that it requires paying greater attention to the “internal life” of governmental and public-sector organizations.     

Organizations in the Public Sector in Hong Kong: Core Government, Quasi-Government and Private Bodies with Public Functions

Twenty-five years ago, the Hong Kong government was lauded as the model of a small, restricted government which was most suited to capitalist economic growth. Since that time, the government and the organizations which it has created have expanded to such an extent that there has been widespread concern that the public sector has grown too large. This article examines the reasons for the rapid growth in the size of the public sector, reflects on the organizational forms outside the traditional civil service that have been adopted, and analyzes the attempts that have been made to reduce the public bureaucracy by corporatizing and privatizing some of the services that it provides. Central to the argument presented is the question of whether an ideological commitment to small government or other functional and political factors have been the critical determinants of organizational change.     

Towards New Public Management in Greek Public Organizations: Leadership vs. Management,and the Path to Implementation

In the beginning of the 21st century, when the notion of constant transformation is so frequently invoked, organizational change in the public sector is gaining increased attention. Responding to regulatory, economic, competitive and technological shifts, the challenge of reorganization is universal for all public organizations. This paper aims to explore the shift from Traditional to New Public Management (NPM), as well as the driving forces (such as the information economy, the need for better public performance, the opening of global markets, greater knowledge intensity etc.) that lead to the formulation of transformational programs to Greece. A presentation of a transformational program called Politeia, will be provided, analysed and compared to previous efforts. Finally, we address the important role of leadership and management in Greek public organizations that want successful to implement any change effort successfully.     

The Impact of Performance Audit on Public Sector Organizations: The Case of Estonia

The results of a survey of 118 Estonian public officials show that auditees can perceive performance audit to be useful even if it does not lead to specific changes in policies or organizational practices. No trade-off between the accountability and improvement functions of performance audit could be observed, though a surprisingly low percentage of the respondents considered performance audit to have been used to hold the audited organization accountable for their actions. While the factors internal to the audit process – including the perceived expertise of the auditors, their openness to dialogue with the auditees and the quality of audit report – influenced the perceived usefulness of the audit, they had less bearing on the adoption of changes by the audited organizations. The study indicates that when parliamentarians pay attention to performance audit and when media attention leads to political debate, the adoption of changes recommended by the performance audit report is more likely.     

Exploring Strategic Positioning in the UK Charitable Sector: Emerging Evidence from Charitable Organizations that Provide Public Services

The UK voluntary sector operates in an arguably enabling policy context. Yet, other external environmental influences have posed major challenges for charitable organizations within the wider voluntary sector. This paper aims to rectify the current lack of empirical research on how charitable organizations have responded in terms of their strategic positioning to the changing external operating environment and policy context. It both explores the positioning strategies adopted by two contrasting British charities that deliver public services in different ways, and investigates the factors that have influenced their choice of positioning strategies. The cases studied extend our knowledge of strategic positioning in organizations other than commercial (for-profit) ones. The findings provide new evidence that charities have begun to strategically position themselves in response to both internal organizational factors and external environmental influences. Emerging lessons from the experiences of the case study organizations provide guidance to charity managers in planning and implementing strategic positioning in their organizations. The findings also underscore the need to develop theoretical and conceptual management models specific to non-profit organizations, such as charities.     

Leadership Development in Organizations: Multiple Discourses and Diverse Practice

Research on leadership development in organizations is abundant, as are the resources invested in developing their leaders. Although rarely made explicit, much of this writing and activity is driven by functionalist assumptions, with a primary concern for good design and enhanced corporate performance. Given the politically sensitive, culturally complex and institutionally embedded nature of leadership, as well as controversy over the way leadership itself is best defined and developed, the author argues that this reliance on a single perspective is potentially limiting. The aim of this paper is to enhance leadership development practice in organizations by proposing a fresh and theoretically informed approach for exploring the multiple meanings of leadership development. This is done, first, by clarifying the discursive assumptions underlying studies in this field and revealing the distinctive insights that arise from functionalist, interpretive, dialogic and critical discourses of leadership development; and second, by exploring how each of these discourses, or ‘readings’, might promote quite different approaches to leadership development in organizations.     

我国企业公仆型领导量表的设计与检验

本文采用文献研究、专题座谈会、个别深入访谈、关键事件分析以及问卷调查等多种研究方法,编制了一个由11个维度的44个计量项目组成的公仆型领导量表,并通过定性和定量分析,对这个量表的心理测量特征进行了初步的检验.可靠性分析、探测性分析、确认性与二阶因子分析、多层次线性模型分析结果表明,作者编制的公仆型领导量表具有较好的可靠性、会聚有效性、鉴别有效性和预测有效性,可用于计量组织、部门、基层单位等各个层次的公仆型领导风格.     

Diversity Management and Fairness in Public Organizations

Diversity management was initially adopted in the pursuit of fairness and equality and the promotion of an inclusive workforce by public organizations. However, previous studies regarding diversity management have focused on job performance or job satisfaction. Thus, in this article, we attempt to examine whether diversity management advances organizational fairness in public organizations. By examining data from the 2013 Federal Employee Viewpoint Survey (FEVS), we find that diversity management is positively related to the perception of organizational fairness in the federal workplace. In addition, we also find that female and minority employees perceive diversity management in terms of fairness differently.     

Change Communication in Public Sector Cutback Management

Public Organization Review - Budget cuts in public sector organizations create additional strain for employees, often contributing to uncertainty, rumors, and low morale. This study examines the...     

Democratic Implications of Public Organizations

The author suggests a Weberian methodology, based on theories of democracy and organization, for assessing normative implications of public organizations. How different organizational models contribute to (re)create democracy and legitimacy is scrutinized with reference to a Swedish IT program. The conclusion is that a system management organization will be an appropriate choice for dealing with tame problems, but it will at the same time promote an elitist democratization. In contrast, a development organization will be more appropriate in dealing with complex problems, and it will most likely promote discursive democratization.     

Overload Stress Perceptions of Public Sector Employees in Pakistan: a Study of Gender,Age, and Education in South Asia

Public Organization Review - Stress impacts all employees in the private and public sectors. This study was conducted with public sector organizations to measure the stress perception of employees...