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Public Sector Management (public + sector_management)
Selected AbstractsEvaluating e-government: learning from the experiences of two UK local authoritiesINFORMATION SYSTEMS JOURNAL, Issue 1 2005Zahir Irani Abstract. Part of the remit of public sector management includes planning and reflecting on capital expenditure on new technology. With this in mind, the role that information systems play in supporting improvements in e-government service delivery to stakeholder groups continues to attract much attention. The authors of this paper seek to define the scope and role that information systems evaluation plays within the public sector. In particular, the authors assess whether public sector organizations might benefit from the use of established ex-ante evaluation techniques, when applied to analyse the impact of e-government information systems. Following a comprehensive review of the normative literature, an initial conceptual framework for public sector information systems evaluation is proposed, which is then empirically explored within two local government authorities. The conceptual framework is then revised by using the structured case approach, which is dependent on an iterative research cycle where triangulated data are elicited. This then supports the emergence of new concepts during each research cycle that leads to the view that information systems evaluation in the public sector is a process of experiential and subjective judgement, which is grounded in opinion and world views. This leads the authors to challenge the appropriateness of traditional modes of investment appraisal when applied in the public sector. The finalized framework embraces investment decisions, evaluation methods, culture and structure, as well as post hoc evaluation. It emphasizes the importance of situated, interpretive user assessments in evaluating e-government investments. [source] Can a purchaser be a partner? nursing education in the English universitiesINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 2 2001E. Meerabeau Abstract Since the early 1990s, public sector management in England has been exhorted to follow the example of the private sector, and ,quasi-markets' have been established, for example in the health service. A quasi-market also exists between the NHS and higher education for the purchasing (or procurement) of nursing education. This paper uses policy documents such as the National Health Service Executive Circular (March 1999) on ,Good Contracting Guidelines' for Non-Medical Education and Training, plus other relevant literature on the commodification of higher education, quasi-markets and contract theory to examine this market, and the confusion of two rhetorics, those of competition and partnership. Nursing occupies a marginal place in higher education in England, having only recently become part of it. The emphasis of the quasi-market on the output of a trained ,fit for purpose' labour force combines with professional attempts to create an academic discipline, in complex ways which are as yet underanalysed. Copyright © 2001 John Wiley & Sons, Ltd. [source] Tourism: politics and public sector management by James Elliott.INTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 2 20011997., London, Routledge No abstract is available for this article. [source] Perils of religion: need for spirituality in the public spherePUBLIC ADMINISTRATION & DEVELOPMENT, Issue 2 2006Paul Collins Abstract On both sides of the Atlantic, there is increased professional concern over roles in international public sector management,whether those of the policy makers, administrators or consultants. Growing numbers across many sectors feel an unprecedented crisis of identity and integrity. In international development, institutions often find themselves subordinated to the military in ever increasing conflict situations (the ,development-security complex'). Locally, the global tendency is for public administration to be ,re-engineered' on the basis of so-called ,market' values (the ,New Public Administration'). Private sector management models are, nevertheless, hardly exemplary. Corporate greed and scandals proliferate in a world featuring increasing poverty extremes, resurgence of old or advent in new diseases (e.g. HIV/Aids), environmental degradation and racism. This article takes, as its starting point, the fact that the workplace has become an insecure and alienating environment. In pursuing the relationship between spirituality and religion, the article next distinguishes between, the dogmatic, institutionalised and potentially dangerous characteristics of many religions and the more intuitively contemplative character of spirituality with its stress on awareness of self, impact on others and feeling of universal connectedness. Bearing in mind the often extremism as well as variety of religions (as distinct from spirituality), the second section examines the interrelationship between the two. A number of models are advanced concerning relationships between belief, belonging, salvation and ritual. It is argued that attention needs to be given to the inner side of religion, which requires individuals to embark on a spiritual journey through contemplation and reflection, rather than the more visible side of religion expressed in ritual. In sum, spiritual dialogue is offered as a way forward and as a mechanism for building spiritual community through engagement. The final part of the article focuses on a trans-Atlantic spiritual engagement initiative. Faith-based discussion groups have been formed amongst business executives and professionals in USA (the Woodstock Business Conference promoted out of Georgetown University) and more recently in the City of London at the St Paul's Cathedral Institute (the Paternoster Pilot Group). These aim to develop more meaningful work orientation: rediscovery of higher purpose and its relevance to restoration of ethical business and public service values, as well as better integration of personal and social domains. Copyright © 2006 John Wiley & Sons, Ltd. [source] Governing Prisons: An Analysis of Who is Governing Prisons and the Competencies Which They Require to Govern EffectivelyTHE HOWARD JOURNAL OF CRIMINAL JUSTICE, Issue 1 2000Shane Bryans Prison Governors have received little attention from researchers. This article begins to correct that balance by exploring the characteristics of prison Governors as a group and by identifying the competencies which Governors require to govern effectively. The response to a questionnaire sent to all Governors reveals that the typical Governor is a white male, aged 50, who has been a Governor for the last six years of his 24 years Prison Service career and joined the Prison Service as a second career without a degree. The article goes on to argue that, to be effective, Governors need to be competent in four areas: general management, incident management, public sector management and prison management. In addition, they must demonstrate certain behaviours which are identified in the Prison Service Core Competency Framework. [source] The Changing Face of Public Sector EmploymentAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 1 2001Linda Colley While it is easy, and almost a national sport, to criticise the traditional model of public sector employment as being too generous, there is a rationale for its distinctiveness. The career service model that endured for most of the last century was aligned to the bureaucratic form of public administration of that time. As public administration was ,transformed' into public sector management through the importing of private sector techniques, so too has public sector employment been varied in pursuit of greater efficiency, flexibility and responsiveness. [source] Modernising pay in the UK public services: trends and implicationsHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2010Stephen J. Perkins The emerging character of the UK government's public sector pay reforms during the second and third (New) Labour terms of office is reviewed and contextualised. Three settings are examined where pay reform has been actively employed , with the accent on harmonisation, simplification and devolution of practice, with the express intention of restoring public service workforce morale, while improving services to clients , namely, local government, the National Health Service and the Higher Education sector. The evidence is interpreted as illustrating undoubted change, but also significant areas where progress has been less than intended, measured against the government's original programme goals. Equal pay considerations appear to have dominated all three projects reviewed: the failure to date of public sector managements to capitalise on opportunities the new pay architecture affords them to change local working practices may be attributed to a combination of factors discussed in the article. These have given rise to tensions as efforts have been pursued to transplant private sector pay techniques, somewhat hastily in some cases, without due consideration of the institutional context within which public services and proximal institutions function. [source] | ||||||||||