675 research outputs found

    Transaction stage of e-Government systems: identification of its location & importance

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    All e-Government maturity models identify a Transaction stage along the pathway to full systems integration. The evidence suggests that a significant number of project failures occur at this stage and thus frustrate the endeavour to achieve a coherent uniform means of access to Government. Clearly, research to identify and overcome the challenges presented at this stage is critical. In this paper the Transaction stage is clearly delineated as the point at which online technology ceases to be peripheral to the agency’s activity. Hence, it presents the first real organisational challenge and an appropriate research strategy is defined to uncover the problems that arise at this point

    Crítica a transposição de ferramentas da administração privada para a administração pública : um debate sobre modernização na administração pública no Brasil

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    This article was built in an essay style, that is, it intentionally exposes the subject/object relationship, prioritizing content over form. Thus, the text does not present a traditional form of division, but reflections that will be guided by the questions: Does it make sense to directly transpose business management tools to public management? Is the public administration a field equivalent to the field of business management or are these differences substantial? In order to answer them, a reflection was made on the concept of modernization in public administration, the differences between public administration and business administration and, finally, starting from an analysis of government documents on modernization and reports of experiences on the incorporation of Business Management Tools, it was concluded that it is up to the field of public administration to build its notion of modernization and to forge its own management tools to make this modernization possible.Este artigo foi construído em estilo ensaístico, ou seja, expõe intencionalmente a relação sujeito/ objeto, priorizando o conteúdo sobre a forma. Dessa maneira, o texto não apresenta uma forma tradicional de divisão, mas reflexões que se guiarão pelas perguntas: Faz sentido a transposição direta de ferramentas de gestão de negócios para a gestão pública? A administração pública se constitui em um campo equivalente ao campo da gestão de negócios ou essas diferenças são substantivas? Para respondê-las realizou-se uma reflexão sobre o conceito de modernização na administração pública, a diferenças entre administração pública e administração de negócios e, finalmente, partindo de uma análise de documentos do governo sobre modernização e de relatos de experiências sobre a incorporação de ferramentas da área de gestão de negócios, concluiu-se que cabe ao campo da administração pública construir sua noção de modernização e forjar suas próprias ferramentas de administração para viabilizar essa modernização

    Crítica a transposição de ferramentas da administração privada para a administração pública: um debate sobre modernização na administração pública no Brasil

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    This article was built in an essay style, that is, it intentionally exposes the subject/object relationship, prioritizing content over form. Thus, the text does not present a traditional form of division, but reflections that will be guided by the questions: Does it make sense to directly transpose business management tools to public management? Is the public administration a field equivalent to the field of business management or are these differences substantial? In order to answer them, a reflection was made on the concept of modernization in public administration, the differences between public administration and business administration and, finally, starting from an analysis of government documents on modernization and reports of experiences on the incorporation of Business Management Tools, it was concluded that it is up to the field of public administration to build its notion of modernization and to forge its own management tools to make this modernization possible.Este artigo foi construído em estilo ensaístico, ou seja, expõe intencionalmente a relação sujeito/objeto, priorizando o conteúdo sobre a forma. Dessa maneira, o texto não apresenta uma forma tradicional de divisão, mas reflexões que se guiarão pelas perguntas: Faz sentido a transposição direta de ferramentas de gestão de negócios para a gestão pública? A administração pública se constitui em um campo equivalente ao campo da gestão de negócios ou essas diferenças são substantivas? Para respondê-las realizou-se uma reflexão sobre o conceito de modernização na administração pública, a diferenças entre administração pública e administração de negócios e, finalmente, partindo de uma análise de documentos do governo sobre modernização e de relatos de experiências sobre a incorporação de ferramentas da área de gestão de negócios, concluiu-se que cabe ao campo da administração pública construir sua noção de modernização e forjar suas próprias ferramentas de administração para viabilizar essa modernização

    An Assessment of Information and Communication Technology (ICT) Utilization Status in Sustaining Public Sector Reforms in Oromia Regional State, Ethiopia

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    The study investigated information and communication technology (ICT) accessibility and utilization of regional bureaus for sustaining public sector reform programs in Oromia Regional State. To examine the status of Information and Communication Technology (ICT) utilization to modernize the civil service, and sustain the reforms currently being implemented, the relevant data were collected both from primary and secondary sources. Instruments such as survey questionnaires, interviews and focus group discussions (FGDs) were used to gather data for this study. The study sampled 160 public sector employees in selected regional sectors in Oromia regional state. Besides, interviews and FGDs were conducted with officials, employees and ICT officers in the sectors, and policy documents, reports, and relevant secondary sources were also reviewed. The collected data were analyzed using the descriptive statistics, while Chi square-test was used to test the association between different variables at 0.05 level of significance. The findings revealed that at regional/bureau level, more than shortage of ICT facilities, mismanagement of resources is found to be critical problem; the process of implementing the ICT in the region is negatively affected by shortage of technical experts, lack of access to and the skill to use the technology, lack of understanding the technical contribution of this technology by leadership from top down to the lower level managers, high turnover and mismanagement of IT professionals, misunderstanding or communication barrier between ICT professionals and the sector leaders, and weak professional ICT support for employees on how to effectively utilize ICTs, were the challenges identified by the study. The reform programs such as BPR and BSC which are currently being implemented in the region are not also properly supported by IT. Attention for ICT offices/processes on the part of organizational leaders, improving employees’ support on how to apply ICT on the part of IT officers, and designing mechanisms to reduce turnover of the ICT officers on the part of the government are among the recommendations of the study. Keywords: ICT, public sector reform, utilization, accessibility, implementation, New Public Managemen

    The political economy of management knowledge : management texts in English healthcare organizations

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    Have generic management texts and associated knowledges now extensively diffused into public services organizations? If so, why? Our empirical study of English healthcare organizations detects an extensive presence of such texts. We argue that their ready diffusion relates to two macro-level forces: (i) the influence of the underlying political economy of public services reform and (ii) a strongly developed business school/management consulting knowledge nexus. This macro perspective theoretically complements existing explanations from the meso or middle level of analysis which examine diffusion processes within the public services field, and also more micro literature which focuses on agency from individual knowledge leaders

    MODELING SYSTEM BEHAVIORAL OF INDIVIDUAL PROCEDURES AT THE TACTICAL LEVEL OF THE MARINE CORPS HUMAN RESOURCE DEVELOPMENT PROCESS—DO HRDP POLICY, PROCEDURES, AND IMS SUPPORT OR HINDER THEMSELVES?

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    In February 2021, the Marine Corps released its official guidance on the Human Resource Development Process (HRDP). The Marine Corps outlined the HRDP phases of Guidance, Planning, Production, Assignment, and Assessment as co-occurring and continuous operations. Each process within the phases produces vast amounts of qualitative and quantitative data for the Marine Corps. Using Monterey Phoenix to model both the HRDP and Information Management System (IMS) system behaviors supporting the HRDP, I evaluated the Marine Corps' IMS ability to support Talent Management 2030. First, processes designed in the industrial era and carried into the digital age should not persist. This study recommends IT IMS changes to deal with the legacy processes and methodologies from a bygone era. Secondly, this report provides a framework, tools, and examples to conduct process analysis across all administrative functions across the force, allowing Marine Corps leadership to capitalize on efficiencies already gained by Fleet Marine Forces.Captain, United States Marine CorpsApproved for public release. Distribution is unlimited

    Unapređivanje rada javne uprave ulaganjem u ljudske resurse

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    The paper emphasizes that investments in human resources are one of the important factors for improving public sector performance. In strategic papers of Slovenian government and during the reform process of public administration, government stressed out that human resources are one of the most important factors for improving performance. This is originating point of research. The main hypothesis of presented research is that investments in human resources improve efficiency and effectiveness of public sector. For several reasons explained in the paper, tax administration was chosen to test the hypothesis. We used a number of training participations per employee as an indicator of investments in human resources. For determination of effi ciency and effectiveness, we used selected performance indicators and survey among taxpayers about their satisfaction. The main obstacle of the research is that not long-time series are used for better test of hypothesis since surveys among taxpayers are not regular. The results indicate a positive correlation between training and performance indicators and training and taxpayers’ satisfaction.U članku se istražuje da su investicije u ljudske resurse jedan od važnih činitelja unapređivanja djelovanja javnog sektora. U strateškim dokumentima slovenske vlade i tijekom reforme javne uprave, ljudski resursi ističu se kao jedan od glavnih činitelja poboljšanja djelovanja javne uprave. To je i temelj istraživanja. Glavna hipoteza istraživanja je, da ulaganje u ljudske resurse poboljšava efi kasnost i uspješnost javnog sektora. Pokazatelj ulaganja u ljudske resurse oblikovan je na temelju podataka o ukupnom broju obrazovanja uz rad po zaposlenom. Za determinaciju efikasnosti i uspješnosti odabrani su pokazatelji i ankete zadovoljstva poreznih obveznika, kao korisnika usluga porezne uprave, s radom te javne institucije. Glavnu prepreku u istraživanju predstavlja kratko vremensko razdoblje provjeravanja zadovoljstva korisnika poreznih usluga porezne uprave. Zbog toga, rezultate je moguće prezentirati s visokim statističkim rizikom. Ali rezultati nagovještavaju pozitivnu korelaciju između obrazovanja uz rad zaposlenih i pokazatelja djelovanja te zadovoljstva korisnika usluga porezne uprave s radom iste. To znači, da se rad javne uprave poboljšava s obrazovanjem uz rad zaposlenih i da poboljšano djelovanje javne uprave utječe na zadovoljstvo stranaka

    Соціальна відповідальність менеджменту у ХХІ столітті: виклики епохи глобалізації та їх відображення у пріоритетах управління людськими ресурсами

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    Статтю присвячено гострим проблемам утвердження принципів соціальної відповідальності у складних умовах становлення ринкової економіки за часів глобалізації світового господарства. Висвітлено зміст глобалізаційного процесу та тих викликів, які ним спричиняються; уточнено їх вплив на перспективи розвитку соціально-економічної сфери. Встановлено, що зазначений процес перешкоджає реалізації ефективних стратегій щодо модернізації системи суспільно-виробничих відносин на територіях країн, які не є лідерами геополітики. Крім того, доведено, що дослідження глобалізаційної проблематики ускладняється через її неоднорідний прояв на країни учасники. Узагальнено чинники, що визначають обличчя менеджменту у ХХІ столітті, та охарактеризовано притаманні йому риси. У контексті перебігу глобалізаційних процесів аргументовано стратегічні орієнтири удосконалення практики управління на різних рівнях економічної системи. Зважаючи на вимогу нагальної імплементації положень концепції соціальної відповідальності у комплекс прикладного інструментарію менеджменту, обґрунтовано сучасні пріоритети управління людськими ресурсами організації, як невід’ємної складової сучасного менеджменту. Проведене дослідження надало змогу визначити, що у ХХІ столітті останнє – разом із вимогою досягнення економічної ефективності та збереження національної самобутності – має виступати провідною ціллю як державного управління, так і менеджменту суб’єктів господарювання. Поряд із наявними напрацюваннями, подальша наукова розробка піднятої у статті проблеми сприятиме суверенному політичному та економічному розвитку України. Інтеграція положень доктрини протидії глобалізаційним викликам у склад пріоритетів суспільного розвитку та кадрових політик організацій забезпечуватиме інклюзію принципів соціальної відповідальності у практику управління людськими ресурсами з метою поліпшення якості трудового життя, підвищення продуктивності праці та результативності господарювання, забезпечення конкурентоспроможності вітчизняної продукції на внутрішніх та зовнішніх ринках.The article is devoted to the acute problems of establishing the principles of social responsibility in the difficult conditions of the emergence of a market economy during the globalization of the world economy. The content of the process highlighted the globalization and the challenges that come with it. Itspecified their influence on the prospects of development of the socio-economic sphere.The article summarized the factors that determine the features of management in the 21th century and described the intrinsic characteristics pertaining to it. The researchhas argued the strategic reference points for the improvement of the management practice at various levels of the economic system in the context of the course of the processes of globalization. Considering the requirement for the urgent implementation of the principles of the concept of social responsibility in conjunction with applied management tools, the modern priorities of human resources management of the organization are substantiated. The certain research gave an opportunity to discover that together with the requirement to achieve economic efficiency and the preservation of national identity – should serve as a leading goal of both public administration and management of business entities. Along with the available developments, further scientific development of the problem raised in the article will promote the sovereign political and economic development of Ukraine. Challenges, which would include all elements of the national idea, economic revival and social justice, covering all levels of the administrative verticals. Integration of the provisions of such a doctrine into the priorities of social development and personnel policies of organizations will ensure inclusion of the principles of social responsibility in the practice of human resources management. In order to improve the quality of working life, increase productivity and efficiency of management, and ensure the competitiveness of domestic products in the domestic and foreign markets

    Capacity Building and Developmental Outcomes in Two English- Caribbean Countries

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    The purpose of this research was to examine whether capacity building and developmental outcomes would be advanced if appropriate organization structures, effective HRM systems and employee compensation policies were implemented in public service organizations in Jamaica and Trinidad and Tobago.A historical comparative case study method was selected as the most appropriate technique for analyzing the findings and the comparison of capacity building interventions used in Jamaica and Trinidad and Tobago’s public services from 1980 to 2007.The analyses were undertaken following the collection of secondary and primary data consisting of elite interviews conducted between 2001 and 2009, in Jamaica and Trinidad and Tobago respectively, with senior public sector officers, civil service associations’ presidents, private sector HR management consultants, representatives from international development agencies and politicians in the area of public sector reform.The findings revealed that structural reorganization, employee performance management and appraisal systems, human resource training and development programmes, the implementation of employee compensation policies, the use of contract employment and HR management consultants were treated as integral components of capacity building initiatives in the attempt by governments to transform the public service for improved service delivery and the achievement of developmental objectives in Jamaica and Trinidad and Tobago respectively.These findings were significant since they enabled the development and design of a new capacity building model for public sector organisations in the Caribbean that could be adapted to public bureaucracies worldwide. This new capacity building model (CBM) was built on five key interconnected pillars which were structural reorganization; human resource development; employee performance management; compensation or base pay and compensation related elements
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