Achieving High Performance in the Public Sector

Waal, André A. de

doi:10.2753/pmr1530-9576340105

Cited by 44 publications

(46 citation statements)

References 35 publications

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“…Finally, the study contributes to the development of research stream of high performance organisation attributes (De Waal, 2010;De Waal, 2012;De Waal, van Nierop, & Sloot, 2017;De Waal & Heijtel, 2017;De Waal & Meingast, 2017;De Waal, Mroueh, & Schiavo, 2017), especially by at least partly explaining how high performance characteristics drive entrepreneurial orientation, and ultimately, high performance.…”

Section: Discussionmentioning

confidence: 88%

Positive Deviance as a Mediator in the Relationship Between High Performance Indicators and Entrepreneurial Orientation

Zbierowski¹

2019

EBER

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The research was carried out on a representative and random sample of 406 enterprises using multi-source cross-sectional design. The main analytical technique is structural equations modelling. Findings: The impact of high performance indicators on positive deviance is somehow ambiguous. Some of the factors influence positive deviance in a positive way (continuous improvement, openness and action orientation, management quality) and some in a negative way (workforce quality, long-term orientation). Positive deviance has a positive effect on all three dimensions of entrepreneurial orientation. However, rather unexpectedly, the effect is the weakest for innovativeness. The study revealed general indirect effect of high performance factors on dimensions of entrepreneurial orientation with the mediation of positive deviance. Implications & Recommendations: The study has implications for research and practice. It partly explains the effects of high performance indicators for organisational entrepreneurship. Companies that are in pursuit of higher organisational entrepreneurship can use it as a good way of supporting it. Contribution & Value Added: The study contributes to research on high performance and entrepreneurship mainly by drawing attention to positive deviance as a mediator in the effect of high performance factors on organisational entrepreneurship. Article type: research article

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Section: Discussionmentioning

confidence: 88%

Positive Deviance as a Mediator in the Relationship Between High Performance Indicators and Entrepreneurial Orientation

Zbierowski¹

2019

EBER

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“…Despite this, traditional models of leadership persist in government. This may be partly because public scrutiny and accountability create a strong demand for hierarchy (de Waal, ; Taylor, ). PA leaders are caught in a tension between the devolution associated with local responsiveness, and the hierarchies associated with public accountability.…”

Section: Leadershipmentioning

confidence: 99%

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

2019

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Government organisations, and their employees, need to be resilient to manage challenges such as resource constraints, rising demands, and the tensions and contradictions that underlie much public sector work, often stemming from the need to balance different stakeholder interests. Employee resilience, defined as the capacity to continuously adapt and flourish, even in the face of challenge, is an individual level construct that also benefits organisations. Despite its benefits, little is known about how to foster it. This paper explores whether paradoxical leadership (PL) can contribute to employee resilience. PL – the ability to balance competing structural and relational demands over time – may be one means of supporting employee resilience, as it corresponds to the tensions and paradoxes that exist in public sector work. This correspondence between PL and tensions in public administration work means that PL may also help employees behave resiliently. Findings from a quantitative survey (n = 233) in a large New Zealand public sector organisation indicate that PL antecedes resilience. The effect of PL facets on employee resilience is partially mediated by perceptions of organisational support.

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“…Más allá de estas limitaciones, se propone a continuación un programa de formación para el desarrollo de competencias directivas. Este programa está basado en el modelo del proceso de enseñanza-aprendizaje sugerido por de Miguel (2006), donde el centro de atención para la planificación de las modalidades, métodos y evaluación del programa lo ocupan las competencias que se deben desarrollar.…”

Section: Los Programas De Formación Del Personal Directivo Público: Dunclassified

La formación en competencias como estrategia para mejorar la dirección pública

Castaño

Izquierdo

2019

AULA_ABIERTA

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La reciente crisis económica ha acrecentado la preocupación por un servicio público eficiente, haciendo necesario mejorar las prácticas de gestión para afrontar los desafíos organizacionales emergentes como la diversidad, la ética y la digitalización, entre otros. Para ello, un elemento crucial es la formación para el desarrollo de competencias directivas que mediante la modalidad blended learning conforma una estrategia para mejorar la dirección pública. Esta modalidad permite integrar formación presencial y a distancia mediante las plataformas MOOC reduciendo costes y flexibilizando tiempos. El objetivo de este trabajo es elaborar una propuesta fundamentada desde el enfoque de aprender haciendo para desarrollar programas formativos para el personal directivo. Primero, hemos analizado las limitaciones de los procesos de recursos humanos, proponiendo los modelos de competencias como un marco adecuado para este fin. Posteriormente, tras la detección de necesidades formativas hemos propuesto un programa que incluye estrategias formativas y evaluativas para las denominadas competencias duras y blandas. Finalmente, hemos discutido las implicaciones del programa formativo en el contexto actual de los constantes cambios tecnológicos y sociales.

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Achieving High Performance in the Public Sector

Cited by 44 publications

References 35 publications

Positive Deviance as a Mediator in the Relationship Between High Performance Indicators and Entrepreneurial Orientation

Positive Deviance as a Mediator in the Relationship Between High Performance Indicators and Entrepreneurial Orientation

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

La formación en competencias como estrategia para mejorar la dirección pública

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