Organizational Structure and Public Service Satisfaction in Yogyakarta City

Abstract

reform conducted by government in various countries since the 1980s. They aim at fostering the performance of public services. The studies have explained the factors which influence the quality of public services and then give assumptions that adaptation in changes of the economic environment, renewal of planning and work system, creativity and innovation of human resources, and the openness of political system are all factors that affect the enhanced performance of public organizations. Aucoin (1990), for instance, reviewed the reform of public organization administration and management. He, then, explained that the reform movement has had been in worldwide scale since two decades ago. The reform in the United Kingdom, Australia, and New Zealand primarily represented the movement to respond the changes in international economic system. Based his point of view, theoretical issues emerging during the reform were the behavioral problem of elected politicians and bureaucratic apparatusbased on public choice theory -the freedom and innovative problem, and organizational structure -based on the managerialist paradigm. Furthermore, Stewart and Walsh (1992) stated that the change in management of public services in the United Kingdom, particularly at the local government level, was indicated by the implementation of government contracts handed over to the private sector, the reduction of staff, reorganization of local government, significantly increasing productivity, and performance management of the government. Wollmann (2004) ABSTRACTThis research aims at explaining the relation between organizational structure and public service satisfaction. The survey is conducted technically by requesting some respondents to grade the implementation of changes in organizational structure and performance of Licensing Department of Yogyakarta, Indonesia. The academic findings are: (1) the implementation of the policy of changes in organizational structure led to the characteristics of post-bureaucratic organization, (2) the public service satisfaction has been in the relatively high level, and (3) the relationship between organizational structure and public service satisfaction is positive and significant. The theoretical implication of this research is that the empirical study supports the assumption which the organizational structure affects public services. The practical implication that could be recommended is that the characteristics of organizational structure should be fostered. Thus, the citizens obtaining services from the institution would be very satisfied. The limitation of this research is the small population of samples and respondents so that it would be hard to generalize the findings. It is suggested that the explanation of why public organization could provide access and assurance for citizens in lower level could be the issues to be investigated further.

Architecture Governance Model of Local Government Website

“…In the office, in bottom organization lockets/units or sub-units (operating core) the jobs do not pile up, the leader in middle line could organize the work process correctly and rapidly, the leader in the high level (strategic apex) could make decisions appropriately and swiftly, techno-structure could make work systems and procedures properly, and support staff can support the other parts of organization. Based on these five functions, the new organization structure should be enhanced to the characteristics of collaborative organization structure oriented to the needs of citizens to have implication in fostering the quality of public services [20]. Additionally, a study recommends that government should choose the models of collaborative organization characterized by leadership shared internally and externally [21].…”

Building Citizen Satisfaction Towards E-Government Services: A Conceptual Framework

“…In examining the influence of online service design perceived by the community on these various outcomes, this study uses a psychological perspective from the field of public administration behavior (Alkraiji, 2020), which has so far been rarely explored in Indonesia. So far, study on the topic of services from the public sector in Indonesia has focused more on non-electronic conditions, such as bureaucratic reform, public service performance, the behavior of civil servants, to public sector innovation (Pribadi, 2021;Pitaloka & Tannady, 2020;Lanin & Hermanto, 2019;Primary, 2019). In addition, this study also specifically considers three components in e-service which have so far received little attention, considering that most previous studies have not highlighted the characteristics of this e-service design (Hassan & Wright, 2020;Trischler et al, 2019;Sofyani et al, 2020).…”