on Public Sector Reform PHILOSOPHY FOR PUBLIC SECTOR REFORM Government’s policy for public sector reform is driven by a philosophy that makes the interest of the people of paramount concern. The human resource is the most valuable of all national resources. People‚ whether there are the employers‚ employees or customers of the public sector‚ transcend structures‚ systems‚ procedures and technology. They are the key elements to the overall success of government’s initiative in public sector reform
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ROI in the Public Sector Interest in return on investment (ROI) by public sector organizations continues to grow. This interest is not isolated to large federal agencies. Myths regarding the use of ROI in government abound‚ prevents many agencies from developing a comprehensive approach to evaluating human resources‚ training‚ and performance improvement initiatives. The key is distinguishing what is myth versus what is reality. Efforts have been made toward more responsible performance management
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OECD Journal on Budgeting Volume 7 – No. 1 © OECD 2007 Improving Public Sector Efficiency: Challenges and Opportunities by Teresa Curristine‚ Zsuzsanna Lonti and Isabelle Joumard* This article examines key institutional drivers that may contribute to improving public sector efficiency and focuses on one of them in more detail: performance information and its role and use in the budget process (“performance budgeting”). * Teresa Curristine is a Policy Analyst in the Public Governance and
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PUBLIC SECTOR WHAT ARE PUBLIC GOODS‚ MERIT GOODS AND IMPURE PUBLIC GOODS? WHAT KIND OF A PROBLEM IS ASSOCIATED WITH THE PROVISION OF PUBLIC GOODS? WHAT ARE THE REMEDIES? A public good is a good or service that can be consumed simultaneously by everyone and from which no one can be excluded—nonrival and nonexcludable. They are determined in terms of their economic rather than their administrative‚ physical‚ normative or financing charateristics. The market will fail to exist for public goods because
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Overview of Central Public Sector Enterprises The government-owned corporations play a pivotal role in the economic development of emerging economies because their participation is higher in the industrial and commercial activities of these economies. Resource constraints and limited scope of the private sector in the early stages of development and planning have set the stage for predominance of the public enterprises in these economies. Thus‚ public sectors in the leading developing countries
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COMES TO THE PUBLIC SECTOR Richard B. Freenan Working Paper No. 1452 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge‚ MA 02138 September 1984 The research reported here is part of the NBER ’s research program in Labor Studies and project in Government Budget. Any opinions expressed are those of the author and not those of the National Bureau of Economic Research. NBER Working Paper #1452 September 1984 Unionism Comes to the Public Sector ABSTRACT This
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7 CULTURAL DIFFERENCES BETWEEN THE PRIVATE AND PUBLIC SECTORS We often wish that there were more businessmen in government. That would be good for business and good for government. Yet the experience of those who are drafted into ministerial office from the business community is usually frustrating. The latest example is Digby Jones‚ former Director General of the Confederation of British Industry‚ which represents big business in the UK. In June 2007 he was appointed Minister of Trade by the
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IDENTIFY THE KEY FEATURES OF CORRUPTION. ESTABLISH WHY PUBLIC SECTOR CORRUPTION IS REGARDED AS A PROBLEM ESPECIALLY FOR DEVELOPING COUNTRIES. 1.0 INTRODUCTION Corruption is regarded as a complex problem to solve or refer solutions to. Corruption may be taken to include those modes of employing money to attain private ends by political means which are criminal or at least illegal‚ because they induce persons charged with a public duty to transgress that duty and misuse the functions assigned to
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Management and Organization Development: Planned Change in a Public Sector Organization HARRY SMINIAÃ & ANTONIE VAN NISTELROOIJÃÃ Ã The Management School‚ University of Sheffield‚ UK‚ Ã Ã Department of Administrative and Organization Science‚ Faculty of Social Sciences‚ Vrije Universiteit‚ Amsterdam ABSTRACT This paper reports on a case study on the introduction of organization development (OD) techniques in a traditionally top-down lead public sector organization in the Netherlands. The findings suggest
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There has been considerable scientific debate on how to make the public sector function in the best way‚ and in particular there has been a debate on the role of government‚ of regulatory institutions and of good governance in the developing world. With (great) power comes (great) responsibility‚ but how much and what form of state intervention (government regulation) is needed to achieve economic development‚ political accountability‚ poverty eradication and other objectives? This debate
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