The “Efficient” Public Administrator: Pareto and a Well‐Rounded Approach to Public Administration

Grandy, C.

doi:10.1111/j.1540-6210.2009.02069.x

Cited by 30 publications

(24 citation statements)

References 25 publications

(29 reference statements)

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“…The last few years have seen increasing interest in efficient and effective management in public organisations and administration (Grandy, 2009). Attempts have been made to introduce contemporary concepts and methods that are used in business into the management of public organisations (Zaharia, 2012), including educational institutions (Gharib and Alfarah, 2012;Hamid, 2008;Umashankar and Dutta, 2007).…”

Section: Introductionmentioning

confidence: 99%

A decision support method for poorly structured problems in school management

Męczyńska

Kmieciak²,

Michna³

et al. 2013

Baltic Journal of Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to propose and present a decision-making support method for poorly structured problems in schools, using the example of one of the most important and difficult decisions that principals face: terminating a teacher's employment. Design/methodology/approach -A literature review was conducted, along with observations and interviews with 30 experienced principals, in order to identify decisions made by Polish principals. In order to sort non-programmable decisions according to their importance and difficulty, data were collected from 377 principals. Opinions from two groups, consisting of 22 and 25 experts, respectively, were collected in order to identify and order a set of criteria for making a specified non-programmable decision. Findings -The four following areas of school activities were distinguished: finances, teaching and care, internal processes, and development of organisation. Within these categories, 126 decisions made by principals were identified, 96 of which were non-programmable. One of the most difficult and important non-programmable decisions was related to the termination of a teacher's employment. In order to support decisions regarding a teacher's dismissal, 44 criteria with different importance levels were identified. Practical implications -Principals can use the method proposed in this paper, as it increases the rationality and objectivity of making a dismissal decision. The method can also be adapted for other difficult non-programmable decisions. Originality/value -The expert opinion method might be useful for solving poorly structured problems in the management of educational institutions. As far as it can be ascertained, no previous empirical studies have identified and ranked the most important and difficult non-programmable decisions facing principals.

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Section: Introductionmentioning

confidence: 99%

A decision support method for poorly structured problems in school management

Męczyńska

Kmieciak²,

Michna³

et al. 2013

Baltic Journal of Management

View full text Add to dashboard Cite

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“…In this sense, organizational context plays a major role as source of satisfaction or dissatisfaction in the workplace. Public and private sectors have their own specificities since private organizations are embedded in a competitive environment which the main concern is maximizing profit whereas public organizations might consider sacrificing efficiency in favor of social welfare (Grandy, 2009). …”

Section: Literature Reviewmentioning

confidence: 99%

“…Grandy (2009) asserts that one of the criticism against 'new public management' is related to the efficiency association with private administration. Efficiency in public organizations is different from private organizations because the later is embedded in a competitive environment and is concerned in maximizing profit, while the former might sacrifice efficiency in favor to social values.…”

Section: Introductionmentioning

confidence: 99%

Are public officials really less satisfied than private sector workers?A comparative study in Brazil

Borges

2013

Rev. Adm. Pública

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This research aims to compare the public and private sectors with regard to satisfaction at work. We conducted a survey with 670 professionals from both sectors in Brazil. The results of variance analysis confirm previous researches indicating that public officials are less satisfied with their work than private sector workers. However, this result does not repeat when we evaluate the satisfaction dimensions. For instance, public officials reported being more satisfied than private sector workers with regard to social environment and work stability. Unexpectedly, the results suggest that there is no difference between these sectors when we analyze the satisfaction with supervision. Therefore, this article is relevant for Brazilian managers, by offering an empirical research on the distinction between public and private. The article also discusses the theoretical implications, since Brazilian findings do not completely support the international literature. Os funcionários públicos estão realmente menos satisfeitos que os trabalhadores do setor privado? Um estudo comparado no Brasil O objetivo desta pesquisa é comparar os setores público e privado em relação à satisfação no trabalho. Foi realizado um survey com 670 profissionais de ambos os setores no Brasil. Os resultados da análise de variância confirmam as pesquisas anteriores indicando que os funcionários públicos estão menos satisfeitos com seu trabalho que os trabalhadores do setor privado. No entanto, esse resultado não se repete quando avaliadas as dimensões da satisfação. Por exemplo, os funcionários públicos relataram estar mais satisfeitos que os trabalhadores da iniciativa privada em relação ao ambiente social e à estabilidade no trabalho. Inesperadamente, os resultados sugerem que não existe diferença entre os setores quando analisada a satisfação com a supervisão. Portanto, este artigo é relevante para os gestores brasileiros, pois oferece uma pesquisa empírica sobre a distinção entre público e privado. Este artigo também discute as implicações teóricas, pois os achados brasileiros não confirmam totalmente a literatura internacional. 1478Renata Borges ¿Los funcionarios públicos están realmente menos satisfechos que los trabajadores del sector privado? Un estudio comparativo en Brasil El objetivo de esta investigación es comparar los sectores público y privado con relación a la satisfacción en el trabajo. Se realizó un survey con 670 profesionales de ambos sectores en Brasil. Los resultados del análisis de varianza confirman las investigaciones anteriores indicando que los funcionarios públi-cos están menos satisfechos con su trabajo que los trabajadores del sector privado. Sin embargo, ese resultado no se repite cuando se evalúan las dimensiones de la satisfacción. Por ejemplo, los funcionarios públicos reportaron estar más satisfechos que los trabajadores del sector privado con relación al ambiente social y la estabilidad en el trabajo. Inesperadamente, los resultados sugieren que no existe diferencia entre los sectores cuando se analiza la satisfa...

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“…Efficiency is the capability of doing something speedily and perfectly (Al-Habil, 2011;Archmann, & Iglesias, 2010;Bayramov et al, 2011;Grandy, 2008;Hughes, 2003;Palmer, & Torgerson, 1999). This matter is supported by Luna (2006), whereby efficiency occurs when an agent acts rationally.…”

Section: Efficiencymentioning

confidence: 75%

The Customer Satisfaction Status towards Core Governmental Services in Malaysia

Selvanathan¹,

Selladurai²,

Gill³

et al. 2016

IJBM

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This present study examines the level of customer satisfaction of three government agencies Royal Malaysian Police (RMP), National Registration Department (NRD), and the Public Works Department (PWD) in Malaysia. Studies on these three government agencies were conducted in Selangor, Johor, Perak, and Pulau Pinang since these agencies in these states received the highest complaint from consumers. A total of 270 employees and 627 customers from these three agencies of the four states were the respondents of the present study. Results showed customers are not satisfied with the services given by the government agencies (RMP, NRD, and PWD). Therefore, efforts to improve employee's attitudes, and more reforms in the areas of work should be continued by the Government of Malaysia in government agencies in order to maintain the excellent work.

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The “Efficient” Public Administrator: Pareto and a Well‐Rounded Approach to Public Administration

Cited by 30 publications

References 25 publications

A decision support method for poorly structured problems in school management

A decision support method for poorly structured problems in school management

Are public officials really less satisfied than private sector workers?A comparative study in Brazil

The Customer Satisfaction Status towards Core Governmental Services in Malaysia

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