Assembling law and technology in the public sector

Organizational Performance is a very important aspect for the success of an organization. Good organizational performance is not only necessary for business enterprises, but it is also essential in running public service organizations such as government institutions. An organization with good performance will be able to produce quality products or services, increase customer satisfaction, and achieve the organization's strategic goals. Therefore, organizational performance in government institutions is very important to ensure the effectiveness and efficiency of quality governance. This study aims to identify the factors that drive the improvement of organizational performance in the public sector. This research will analyze the role of intrapreneurship and organizational learning capabilities in driving the improvement of organizational performance in the public sector. Additionally, this study aims to analyze and explain the mediating effect of service innovation on the relationship between organizational learning capabilities and organizational performance. This research is innovative in measuring organizational performance in public sector organizations. Generally, research on organizational performance measurement is conducted in business enterprises. This study is expected to reveal the factors that shape organizational performance in public sector organizations, so that public sector organizations can be more creative, innovative, transparent, and responsive in providing public services. This study employs a quantitative research method using surveys or questionnaires, which involve collecting information by compiling a list of questions to be asked of respondents. The findings of this study fully support the findings of previous research. This study found that entrepreneurial interest is one of the factors that can optimize the role of the family environment and entrepreneurship education in strengthening the self-efficacy of prospective young entrepreneurs in Indonesia.

PurposePerformance management in public sector organizations is a growing phenomenon worldwide. Increasingly, questions are being raised as to its effectiveness in achieving the objective of improving the performance of public sector organizations. Research has shown that there seems to be questionable benefits and many barriers, challenges and problems with implementing performance management and measurement in the public sector environment. The purpose of this paper is to argue that this is due to the lack of focus on the process of managing the implementation of performance measurement. The author aims to review the relevant extant literature to support these assertions and to provide a conceptual framework that integrates these ideas.Design/methodology/approachThis paper reviews the extant literature on public sector performance management and measurement and develops a conceptual framework to explain how public sector performance measurement systems can be made more effective in light of the research evidence.FindingsThis paper suggests that three important factors need to be considered in the effective implementation of a performance measurement system in the public sector. They are managerial discretion, a learning and evaluative organizational culture and stakeholder involvement. These three factors are discussed and its impact on performance measurement is explored.Research limitations/implicationsA proposed integrative framework is presented that supports the assertion of the importance of these three factors in influencing how performance measurement can lead to improved performance in public sector organizations. Some potential environmental and institutional constraints are also discussed in implementing some of the suggestions proposed.Practical implicationsThe paper provides a model that explains three important facors that need to be considered in implementing an effective performance measurement system in public sector organizations and suggestions for how it can be implemented effectively.Originality/valueThe paper integrates and synthesizes the literature on public sector performance measurement into a comprehensive conceptual framework that explains more explicitly the factors that can influence the effectiveness of a performance measurement system in the public sector.

In most of the post‐colonial states of sub‐Saharan Africa, both the size of the state bureaucracy has grown and its functions proliferated. Whatever the economic rationale of public sector organizations, they do not exist and operate in a social and political vacuum. This paper argues that they are typically an integral part of a patron clientelist political and economic system on which the foundations of government sometimes depend. The consequences for the economic performance of public sector organizations arising out of this socio‐political context is now widely recognized in the growing literature on African public enterprise. Contributions to this discussion, however, have tended to be dominated by economists and public administration specialists who have generally adopted a technocratic problem solution approach. In isolating their analyses of the performance of African parastatals from an appraisal of the role of the state, this approach fails to situate adequately the problem of performance in its proper context. This paper provides a case study which examines the administrative and economic operations of the Sierra Leone Port Organization in the colonial and post‐colonial states. In arguing that problems of performance of African public sector organizations also require political solutions this discussion extends the discussion beyond a technocratic focus.

Leadership is a strategic factor in improving organizational effectiveness, particularly in public sector institutions where service quality and employee performance are closely linked to leadership practices. One leadership style often encountered in government organizations is laissez-faire leadership, which is characterized by minimal direct intervention from leaders and a high level of autonomy granted to employees in carrying out their tasks. While this leadership style may encourage independence and creativity, its effectiveness largely depends on the organizational context, especially the quality of the work environment. This study aims to analyze the effect of laissez-faire leadership on the work environment and employee performance at the DKI Jakarta Education Office. The research adopts a quantitative approach using a survey method. Data were collected through structured questionnaires distributed to employees and subsequently analyzed using multiple linear regression techniques. The analysis focuses on examining both the direct and indirect relationships between leadership style, work environment, and employee performance. The results indicate that laissez-faire leadership has a significant influence on the work environment, particularly in terms of flexibility, interpersonal relationships, and perceived autonomy. Furthermore, the work environment is found to have a significant effect on employee performance. However, the direct impact of laissez-faire leadership on employee performance is relatively weak when not supported by a conducive work environment. Therefore, this study concludes that the work environment plays a crucial mediating role in strengthening the influence of laissez-faire leadership on employee performance in public sector organizations.

PurposeThis paper aims to examine the use of the balanced scorecard (BSC) as a performance management tool in the public sector. Drawing on a New Zealand study of local government organzations (LGOs), it seeks to identify issues and challenges in implementing the BSC in public sector contexts.Design/methodology/approachA postal questionnaire was used to solicit public sector managers' views on the usefulness of the BSC and the factors that support or impede its implementation in practice. Follow‐up interviews with selected respondents allowed for more in‐depth exploration of managers' experiences of BSC use and outcomes.FindingsThe findings reveal low rates of BSC adoption amongst the studied LGOs. Further, perceived BSC utility is dominated by performance measurement and reporting, while the performance management role of the BSC remains relatively under‐exploited. This study identifies users' perceptions of the key challenges impeding BSC implementation in the public sector, and highlights their significance for both practice and theory.Research limitations/implicationsThis paper highlights the need for improved theorisation on several issues that present particular challenges in public sector BSC practice: modifying the BSC dimensions, designing measures that capture important qualitative outcomes, identifying the “customer” and/or achieving a genuine multi‐stakeholder approach, and mapping BSC causality relationships.Practical implicationsImproved awareness of the factors perceived to lead to successful and unsuccessful BSC implementation may enhance the uptake and utility of the BSC for measuring and managing performance in public sector organisations.Originality/valueThis study examines BSC use in local government, where it has been relatively under‐researched. It adds to prior studies by specifically examining the factors that support and impede the effective implementation of the BSC in public sector contexts.

Employee performance in public sector organizations heavily relies on their digital competencies. The performance of employees in public sector organizations is highly dependent on their digital competencies, which are crucial for optimizing public services and increasing effectiveness and accountability in the digital era. The purpose of this study is to analyze the digital competencies of village officials and their impact on their performance in the context of digital transformation of village governance. The approach used was a descriptive qualitative method, including documentation studies, participant observation, and in-depth interviews with village heads, secretaries, assistants, and administrative staff to collect data. This study found that, despite significant limitations in some areas of data management and application development, village officials have a basic understanding of how to access and use digital technology. According to the perceptions of village officials, their digital competencies have a positive impact on the quantity, quality, timeliness, effectiveness, and independence of the work they perform. The limitations of this study indicate that some aspects of data management and application development by village officials are very limited. Furthermore, in the context of digital transformation in village administration, this study specifically examines the relationship between digital competencies and the performance of government officials at the village level—an area that has received little attention.

PurposeThis study aims to examine the role of organisational dynamic capabilities (strategic flexibility and employee empowerment) in mediating the relationship between management control systems (MCSs), in particular the interactive and diagnostic approaches to using controls, with organisational change and performance.Design/methodology/approachData were collected based on a mail survey of public sector organisations in Australia and analysed using structural equation modelling (SEM).FindingsThe findings indicate that strategic flexibility and employee empowerment mediate the association between the interactive approach to MCSs with organisational performance, and strategic flexibility mediates the relationship between the interactive approach to MCSs with organisational change.Practical implicationsThe study’s findings inform public sector practitioners as to how to enact change within and enhance the performance of public sector organisations. Specifically, managers are advised to focus on the use of interactive controls and the development of two dynamic organisational capabilities, strategic flexibility and employee empowerment.Originality/valueThe study provides an initial empirical insight into the relation between controls and dynamic capabilities and their role in enacting change and performance within the public sector. The findings suggest that the achievement of new public management ideals is reliant upon the organisational environment, with change and performance facilitated by the interactive use of controls and strategic flexibility and employee empowerment.

Road accidents cost the country, as is the case in other developing jurisdictions across the world, a loss of over 4% of the GDP. In Kenya, road accidents have been on the rise unlike in some developed nations. A substantial percentage of the road accidents involve public service vehicles. The transport management practices that could influence road safety performance of public sector organizations is yet to be empirically examined. This study sought to examine the effect of e-transport, fleet maintenance, fleet monitoring, and fleet technical capacity in Kenya. The study collect data from the 64 public transport organizations in County of Nairobi. Data was analyzed by applying descriptive and inferential statistics; which was be used to test the hypothesis of the study. This study established that transport management practices have a significant and substantial effect on the safety performance of public transport organizations. The study however established that public transport organizations in the county of Nairobi have a significantly low level adoption of e-transport, fleet maintenance mechanisms, and very low crew qualification requirements. The study recommends that adoption to a higher level, of these practices, could significantly reduce the number of accidents involving public sector transport organizations in Kenya.

This study aims to analyze the influence of leadership style and work motivation on employee performance with organizational commitment as an intervening variable at the Regional Financial and Asset Management Agency of West Sumatra Province. This study uses a quantitative approach with an explanatory design. Data were collected through distributing questionnaires to 45 employees using a census technique. Data analysis was conducted using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) approach. The results show that leadership style and work motivation have a positive and significant effect on organizational commitment. In addition, leadership style and work motivation also have a positive and significant effect on employee performance. However, organizational commitment does not have a significant effect on employee performance and is unable to mediate the influence of leadership style and work motivation on employee performance. These findings indicate that improving employee performance in public sector organizations is more effective through directly strengthening leadership style and work motivation. This study is expected to provide theoretical contributions in the development of public sector human resource management studies and become practical considerations for organizational leaders in formulating human resource management policies oriented towards improving apparatus performance.

This study aims to determine the effect of job satisfaction, work motivation, and work discipline on employee performance, both partially and simultaneously, at the Public Works, Housing and Settlement Areas Office (DPUPKP) of Kulon Progo Regency. The method used is a quantitative approach with data collection techniques through questionnaires distributed to 80 respondents using purposive sampling technique. Data analysis was carried out by testing validity, reliability, classical assumptions, and multiple linear regression using SPSS 24. The results showed that partially, job satisfaction, work motivation, and work discipline each had a positive and significant effect on employee performance. Simultaneously, the three independent variables also have a positive and significant effect on performance. These findings reinforce the importance of managing internal factors such as satisfaction, motivation, and discipline to improve the effectiveness of employee performance in public sector organizations.

This study aimed to investigate the effect of budgetary participation on managerial performance in public sector organizations. This study also investigate whether Psychological Capital and perception on innovation mediate budgetary participation and managerial performance. The population in this study are all structural and staff at the regional work units (SKPD) of Jakarta. The samples taken were echelons of three and four and the staff at SKPD Jakarta. This study uses survey research methods to the collection of primary data using questionnaires. Selection of the samples were tested in this study using purposive sampling method. The data collected were processed using path analysis in Statistical Package for Social Science (SPSS 20) to test the effect of direct and indirect budgetary participation on manjerial performance. The results of this study showed that the direct effect of budgetary participation on managerial performance. Budgetary participationis also a significant influence on Psychological Capital. Psychological Capital and perception of innovation proved to mediate the relationship of budgetary participation and managerial performance.

The present study aims to examine the relationship between budget participation on managerial performance in public sector organizations (Study at Diponegoro University). It also attempts to examines whether the Job Relevant Information (JRI) as an intervening variable between budgetary participation and managerial performance. Thedata used in this study is based on individual perception of the Head of the sub-division and the head of the division who filled out the questionnaire and returned to the researcher. There are 55 questionnaires distributed to the respondents, the number of questionnaires returned by 48 questionnaires (87%). Data analysis is done by using the SEM (Structural Equation Model) with PLS software. These results indicate that budgetary participation and significant positive effect on managerial performance. Participation in the managing of budgets gave the positive and significant towards the job relevant information (JRI). Job Relevant Information (JRI) gave positive and significant towards managerial performance. However, in testing of the relationship between budgetary participation and managerial performance through job relevant information (JRI) as an intervening variable, showed a positive but not significant.

Public sector purchasing of health services: A comparison with private sector purchasing

Agencification is not a new phenomenon in the public sector. However, since 1980s in developing societies, not only the number of new agencies has gone up but, the existing agencies have also been revitalized under the rubric of New Public Management capsulated in World Bank/IMF’s guided governance and administrative reforms. These agencies have been created in an administrative system which has weak political institutions but well entrenched bureaucracy with strong colonial bureaucratic traditions such as centralization of power exercised by a class of senior bureaucrats occupying top positions in federal ministries. The article examines agencification in developing countries with particular reference to Pakistan and Tanzania agency model. It noted that agencification in developing countries was rarely, if ever, pursued within a systemic conceptual and legal framework, but agencies are often seen as an alternative to already existing state-owned companies which are plagued with corruption. The article therefore draws some observations and remedial actions for improvement in the performance of public sector organisations in developing countries in general and Africa in particular. It concludes that while most government ministries in developing societies cannot trigger public sector transformation due to a lack of performance improvement, agencies are unlikely to do so because of the particular autonomy of the administrative systems in which they are embedded. <br /><br />

Abstract. New Public Management is used to regulate government policies meant to enhance performance of public sector that ultimately facilitates general public interest and improve their living standards. New Public Management is inevitable as under this approach modern governments are inclined to bring reforms in an effort to improve efficiency and effectiveness of public sector by adopting private sector practices. Pakistan is also influenced by NPM as reforms in public sector have been developed and implemented to some extent with weak claims of improved performance. The lack of actual improvement in performance raises many questions on the effectiveness of NPM implementation in Pakistan. This study aims to explore these questions by measuring factors influencing performance of public sector organizations in Pakistan. This study adopted quantitative approach to conduct an empirical investigation. Research framework includes major factors of NPM based on literature. Data was collected using adopted questionnaires for each variable. Survey was done from a sample taken from public sectors enterprises in Punjab province under random sampling technique. Data was analyzed using various statistical techniques. Demographics were analyzed in the form of descriptive statistics. Research variables were analyzed using Multiple Regression analysis and Pearson Correlation analysis. Regression assumptions were tested which were fulfilled. Reliability and validity were also tested. Findings show that both “Democratization and Participation (Involvement in Decision Making)”; and “Customer Concept (Customer Orientation)” have positive influence on performance under NPM. Whereas interestingly “Decentralization (Delegation)” has negative influence on performance under NPM as a result of resistance of employees towards recent attempts of Devolution of power or authority. But surprisingly “Management Style (HR Practices)” show no influence on performance under NPM as a result of unresponsiveness of employees towards modern management related practices. Recommendations have been provided as general and specific strategies for effective implementation of NPM in order to enhance organizational performance under NPM. Keywords. Public management, Public welfare. JEL. D73, E60, H10.