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Affecting Factors of Public Employees’ Organizational Commitment

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Rakowska A., Valdes-Conca J., de Juana-Espinosa S.

International Journal of Synergy and Research

2014

vol. 3

Purpose – The aim of this chapter is to shed some light on the antecedents of organizational commitment, the mediating role of job engagement and job satisfaction as determinants of organizational commitment within the public sector environment, and the effects that national cultural values may have on these relationships. Approach – This paper presents a review of the works that, from both theoretical and empirical points of view, explore the affecting factors of public employees’ organizational commitment in an international setting. Findings – A comprehensive model has been developed, detailing the expectations on the influence that these factors might have on public employees’ level of commitment, either as mediators or moderators. Research limitations/implications – The main limitation is the paper’s theoretical nature; the subsequent implication is a future empirical research that may prove or disprove these theoretical findings. In addition, there are some other possible mediating factors and antecedents which may be of interest for future researchers. Originality/value – This comprehensive review of the extant literature may provide academics and public managers with a deeper comprehension of how organizational commitment might be achieved, and why some practices may or may not be transferrable from one country to another.Paper type – Literature review

E-Government Implementation, Work Process Changes and Competency Training in Spanish Town Councils

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Claver-Cortés E., de Juana-Espinosa S., Valdes-Conca J.

International Journal of Synergy and Research

2016

vol. 5

This paper aims to empirically explore whether changes in technological infrastructures and working processes have been perceived by local public employees, and if training programs have been used as a way to introduce these changes in a strategic manner. The analysis of the differences in the situation between 2005 and 2014 reveals an increased investment in technology and a decreased investment in training, and that public employees have not perceived a significant improvement in the way they work and in their efficiency levels. These findings emphasize the importance of competence-based management for the effective provision of public services. Purpose – This paper has as its aim to empirically explore whether changes in technological infrastructures and working processes have been perceived by local public employees, and if training programs have been used as a way to introduce these changes in a strategic manner. Design/Methodology/Approach – A longitudinal analysis was carried for this purpose asking about the presence of training actions addressed to the employees of Spanish public administrations and about the perception that ICT area managers have in regards to the effects caused by the introduction of e-government strategies. Findings – The results obtained show that town councils have increased their investment in technical aspects of e-government, but not in the development of competences to use the technology. In addition, the fact that public employees have not perceived a significant improvement in the way they work and in their efficiency levels leads to the conclusion that a decreased investment in competency training is not conducive to a greater sense of efficiency in the provision of public services. Research limitations/implications – The limitations of this paper lie on the lack of consideration of certain parameters which might influence strategic e-government implementation; plus incurring in single-bias response and considering only one case (Spain) in the research. The statistical analysis is merely descriptive, although it provides the researchers with clear results. Practical implications – Public managers and policy makers should reflect on the long-term effects of their e-government decisions or ‒ alternatively ‒ the absence of such effects. Shortterm ‘patches’ are only useful to meet a specific need during a certain period, whereas change management requires a more far-reaching, long-term look which can overcome the budgetary limits and the traditional bureaucratic barriers. Originality/Value – This paper presents the results of a longitudinal analysis carried out over nine years that explores first-hand opinions of e-government professionals, linking competency-base management and e-government success.

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2 International Journal of Synergy and Research

2 Valdes-Conca J.

2 de Juana-Espinosa S.

1 Claver-Cortés E.

1 Rakowska A.

1 2016

1 2014

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Affecting Factors of Public Employees’ Organizational Commitment

E-Government Implementation, Work Process Changes and Competency Training in Spanish Town Councils