1,720,990 research outputs found
Public Sector Strategies in Curbing Corruption: A Review of the Literature
Full text linkCorruption is widespread and preventive strategies to reduce corruption need to be adapted within the local context. Considering the United Nations (UN) Convention against corruption as our starting point, the paper presents a literature review based on 118 articles on corruption prevention initiatives in the public sector. The analysis indicates a substantial alignment between the guidelines deriving from the UN Convention, except for a lack of work on the risk-based approach to corruption prevention. Further, the review indicates problems with research designs. Based on the insights generated from the analysis, we develop an agenda for future research
Curbing Corruption? A systematic literature review on corruption in public sector settings
No full textWhat role(s) for Public Institutions in Emerging AI Ecosystems? Co-Designers, Coordinators and Promoters of Technology Transfer
Full text linkThis paper proposes a new framework for the governance of emerging AI ecosystems, reimagining public institutions as active co-designer, coordinators and promoters of technology transfer rather than mere regulators and supervisors. By providing this ecosystemic perspective, this work supports a cohesive and responsible path for AI development and diffusion
People Management in Italian Ministries: Antecedents, Choices and Effects of Individual Performance Appraisal
No full textScholars have pointed out the need for improvement and refinement in public management research, also depending on the role of public administration for sustainable development. Because government organizations employ a sub- stantial portion of the workforce, management practices in the public sector are critical areas for designing, implementing and delivering policies that can achieve the goals set forth in the 2030 Agenda for Sustainable Development. For these purposes, and in implementation of the Next Generation EU (NGEU) programme, Italy recently launched an ambitious National Recovery and Resilience Plan (NRRP) which includes, among other things, ups- killing goals for staff employed, following the modernization process that has involved the Italian public sector in the last decades, with the Decree n. 150/ 2009. Aiming both to understand the extent of the application of the reform and to answer some basic questions (why, what and how) concerning Indi- vidual Performance Appraisal Systems (IPAS), we conducted a content analysis on the 220 documents already produced by the Italian Ministries. The study has been conducted in two different steps of the reform process and provides solid evidence of the reforms’ effects on designing and implementing individual performance systems. The analyzed documents reveal no longer-term vision in implementing the IPAS that involves some critical performance management utilities such as training, development, fair pay and deployment of employees, raising new questions about a sustainable approach to the individual performance management process even in public organizations
Including the Excluded: Sense-Making and Job Crafting as Drivers of Dialogical Change Management in Italian Universities for Refugees’ Inclusion
Full text linkHigher Education Institutions (HEIs) are increasingly called to substantiate their impact on society in terms of inclusivity and social sustainability, as prioritized in the pursuit of the “Third Mission” (TM). Today, HEIs are confronted with the demand to ensure refugees’ inclusivity. However, how administrative and teaching staff enact such change within the organization to match the TM goals is under-investigated. This study explores the adoption of the European Qualification Passport for Refugees (EQPR) as an instrument for universities to pursue the TM in Italy. By adopting a theoretical sense-making approach, we find that the individual role of the staff in fostering organizational change depends on the adopted “emergent” approach to change and on internal factors, such as individual perceptions and experiences. This study contributes to the literature by showing contradictory aspects of the HEIs’ pursuit of the TM. It sheds light on the interplay between different dimensions and grounded processes of sense-making
Sensemaking and job crafting for the inclusion of refugees in Universities through the EQPR
No full textHigher Education Institutes (HEIs) are increasingly called upon to demonstrate their impact on society in terms of inclusiveness and social sustainability as a priority in pursuing the "Third Mission" (TM). However, little has been studied on how administrative and teaching staff implement such change within the organization to achieve Third Mission goals. This study explores policies and practices supporting the recognition of refugee qualifications for access to higher education in Italy, particularly the European Qualification Passport for Refugees (EQPR), as a tool to pursue the university's Third Mission. Adopting a theoretical approach based on sense-making, the study demonstrates that the individual role of staff in facilitating organizational change depends on an “emergent” approach to organizational change and on internal factors, such as individual perceptions and experiences. This study contributes to the literature by highlighting contradictory aspects of Heis's pursuit of the TM and sheds light on the interplay between different dimensions and grounded sense-making processes
Does it make sense to manage people diversely A scoping review on Human Resource Management Practices rooted in diversity
No full textThe effectiveness of diversity management relies on its interplay with human resource management practices. Although scholars and practitioners have attempted to unravel the nexus between diversity management and human resource management, extant scientific knowledge is scattered. The article takes steps to fill this gap, delivering a scoping review to map the debate about the interaction of diversity management and human resource management, summarising extant evidence and envisioning avenues for further development. Three electronic databases were queried to assemble relevant contributions. Drawing on an initial dataset of 2,555 records, we arranged a knowledge core of 94 articles. The scoping review enabled us to articulate the attributes that recruitment and selection, training, performance appraisal, and compensation should possess to boost work inclusiveness. Although most contributions address single human resource management practices, inclusiveness requires systematic action to orient people management towards the value of diversity. Future developments should elicit the determinants of an integrated diversity management approach, embedding human resource management in a comprehensive organisational strategy that recognises the distinctive contribution of diversity and inclusiveness to value generation
Theories and process of change management in public sector: a literature review
No full textProviding a comprehensive review of the literature contributions to Change Management theories and process within the Public Sector, the authors tried to provide an overview of the research perspectives, focus and trends over the past 27 years. By adopting an analytical framework mainly based on context, content, process and outcome of change the authors from one hand, find an emerging pattern of change which is slowly being recognized by the literature as an alternative to the traditional “planned change”. On the other hand, the authors denote that literature is increasingly reflecting the new change dynamics within the Public sector, by adding to the traditional core categories of agent of change, a new range of organizational actors which appear to be more “diffuse” and having an impact all along the change process of the organization. This finding is consolidated by an increasing literature focus on individual behaviors of the organizational actors and the relationship between change management and people management. This relationship appears to be more prominent in activities associated with disciplines such as human resource management (HRM), human resource development, and also organization development (Rees & Johari, 2010), providing HRM with a new strategic role in accompanying change process (Molineux, 2013) which is key to facilitate change within Public Organizations. A particular focus on the role played by led by human resources departments is envisaged in supporting and developing relational managing capabilities that accelerate cultural change promoting flexibility in the work environment (Baratt-Pugh and Bahn, 2015
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