Strategic management practices in organisations with specific reference to the public sector

Chiwawa, Nyashadzashe; Wissink, Henry; Fox, William M.

doi:10.4102/apsdpr.v9i1.540

Cited by 2 publications

(3 citation statements)

References 23 publications

(21 reference statements)

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“…The considerable adjustments and reforms implemented under NPM have influenced how the government interacts with other organisations as new market-based service delivery models have emerged because of contracting out and competitive tendering (Chiwawa et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

“…As a result, NPM principles provide a more flexible and responsive approach to issues of public sector staff recruitment, selection, retention, training and development. Therefore, HRM has as its central focus, “the management of people within the employer-employee relationship” and involves marshalling the productive capacity of an organisation's members (Chiwawa et al. , 2021).…”

Section: Public Sector Human Resource Managementmentioning

confidence: 99%

“…It then becomes logical that a variety of factors such as leadership styles, trust to job design and organisational strategy influence employees' propensity to devote themselves to their jobs. All these factors fall under the purview of leadership influence and as a result, affect employees' willingness to devote to their jobs (Chiwawa et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Determinants of employee engagement in public sector organisations: case of Zimbabwe

Chiwawa

2022

IJPSM

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PurposeThe purpose of the study was to explore the contribution and determinants of employee engagement (EE) in the public sector.Design/methodology/approachA cross-sectional survey was used based on a deductive research approach. Data were collected and analysed quantitatively. The quantitative data were collected using a questionnaire from a sample of 248 civil servants.FindingsResearch findings indicate that prioritising the development of engaged workers reap substantial rewards for organisations in terms of productivity, efficiency and effectiveness. Findings further show that employees who are involved at work have been shown to perform better than their colleagues. The research accordingly recommends organisations to invest in ensuring EE as this has direct link to outcomes related to performance, which ultimately leads to optimisation of organisational resources and competitive advantage.Originality/valueThe study provides a critical analysis of the factors that determine EE in the public sector. EE, as a driver of public sector organisational effectiveness, is an area of research that has received little attention in the African milieu. This research provides a detailed understanding of EE as a tool for improving public sector performance and, as a result, lowering the performance gap and waste. EE is a product of the structural characteristics of the organisation as well as the parameters within which psychological presence of an employee is activated. EE, therefore, engenders employee support to pursue organisational goals in a coordinated system of collaboration.

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Section: Discussionmentioning

confidence: 99%

Section: Public Sector Human Resource Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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