Public quality – for whom and how? Integrating public core values with quality management

Elg, Mattias; Wihlborg, Elin; Örnerheim, Mattias

doi:10.1080/14783363.2015.1087841

Cited by 18 publications

(17 citation statements)

References 32 publications

(29 reference statements)

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“…Lyons et al (2006) also found that public sector employees displayed lower levels of organizational commitment than private sector employees. In the context of Swedish private and public organizations, Elg et al (2015) stated four key arguments that distinguish private and public services: rights and access, equality, coerciveness, and legitimacy. The core values of public organizations are primarily influenced by legislation, publicity in the society, and politics, as opposed to profit-maximization in their private counterparts.…”

Section: Differences Between Private and Public Organizations In Busimentioning

confidence: 99%

Exploring differences between private and public organizations in business excellence models

Raharjo

Eriksson

2017

IJOPM

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PurposeThis study aims to explore the differences between public and private organizations in the paths of business excellence models and to identify the key drivers for creating business results and customer satisfaction. Design/methodology/approachThe partial least squares structural equation modeling technique is used to compare the path coefficients and to identify the key driver constructs for creating business results. FindingsThe variation in endogenous constructs is found to be more difficult to explain or predict for private organizations than for public organizations, despite the fact that the performance of private organizations is almost always higher than or equal to the performance of public ones in all criteria. The effect of 'leadership' on 'management of processes' is significantly higher in public organizations than in private ones. However, 'management of processes' in public organizations does not seem to translate into 'results'. The effect of 'strategic planning' on creating business 'results' is negative for public organizations and remains inconclusive, due to insufficient evidence, for private organizations. Research limitations/implicationsThe results may not be generally applicable to other countries. However, they do support the move toward more tailor-made models for specific sectors. Practical implicationsIt is necessary to review the national business excellence model in order to fit specific sectors. Originality/valueThis is the first study to investigate the differences between private and public organizations in the Swedish business excellence model.

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Section: Differences Between Private and Public Organizations In Busimentioning

confidence: 99%

Exploring differences between private and public organizations in business excellence models

Raharjo

Eriksson

2017

IJOPM

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“…Complaints can be considered part of the concept of performance (Moynihan, 2008; Bouckaert and Halligan, 2007; Boyne et al , 2009; Ruffini et al , 2011; Behn, 2003; Rebora et al , 2016), mostly while talking about service quality (Suarez-Barraza et al , 2009; Nalbandian, 2013; Elg et al , 2015), or provision with a focus on topics such as red tape and corruption. This is made possible by evaluating and assessing services on the basis of expectations and perceptions.…”

Section: Literature Reviewmentioning

confidence: 99%

Citizen feedback as a tool for continuous improvement in local bodies

Minelli

Ruffini

2018

IJPSM

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Purpose The purpose of this paper is to contribute to the feedback discourse by exploring how public managers and politicians use complaints from citizens to improve the overall and specific performance of public services. The main research questions are: Can citizen complaints analysis be a useful planning tool in the public sector? What can public managers learn from citizen feedback? Design/methodology/approach Applying an empirical approach (Yin, 2005), the multiple case studies treated in the paper aim to clarify a series of decisions (particularly, why feedback is not used to its maximum potential). The overall design includes a defined set of questions, and the research protocol includes data retrieval, collection and analysis. A new cataloging model is proposed to homogenize the spectrum of analysis. This model is intended to create a parallel between two local bodies different in size, mission, and complexity, but which have front office facilities and are in the same territory and have the same potential target population. Findings In total, 698 complaints and 183 corrective or preventive actions were analyzed. Public managers’ attention seems to focus on technical or normative issues rather than on aspects of public services. This may be explained by the lack of funds for training, the scarce use of relational and human capital development leverage, and the concomitant necessity to guarantee at least the same level of services as provided in previous years, confirming the “Blame the rich and credit the poor” mantra. Originality/value This paper offers a strategic approach to learning from citizen’s feedback that other scholars or practitioners have not yet provided. There are many academic studies on customer feedback as a continuous improvement tool for the private sector, but few for public administration.

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“…Some years ago, municipal organizations belonging to local public administration transformed their operation as a result of changes driven by new customer or user requirements through new developmental projects. Particularly in recent decades, public organizations have focused on bringing to their practices some concepts for improving the quality of what they deliver to society (Elg et al , 2017). Quality certification is one of those aspects.…”

Section: Introductionmentioning

confidence: 99%

Knowledge management, customer satisfaction and organizational image discriminating certified from non-certified (ISO 9001) municipalities

Brito

Pais

Santos

et al. 2020

IJQRM

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Purpose The purpose of this paper is to ascertain the extent to which knowledge management (KM), customer satisfaction (CS) and organizational image (OI) discriminate quality-certified municipalities from non-certified ones (ISO 9001). Design/methodology/approach An empirical study was carried out involving 81 Portuguese municipalities (40 certified, 41 non-certified), paired in a random sampling procedure. The Knowledge Management Questionnaire (n=1,372 municipality employees), the Customer Satisfaction Questionnaire and the Organizational Image Questionnaire (n=3,096 residents) were applied. Multiple discriminant analysis was performed. Findings The results indicate that certified and non-certified municipalities are distinct based on a function that considers KM (competitive orientation and formal KM practices), CS (intangible and tangible factors) and OI (favorable image). Research limitations/implications The findings need further validation in other countries. However, the results highlight the importance of quality certification for both employees and residents. Practical implications The results encourage local public administration organizations to introduce and maintain quality certification. Originality/value This research is the only one, to the authors’ knowledge, that simultaneously explores organizational processes of KM, CS and OI in local public administration. The sampling procedure and the information from diverse data sources are unique contributions. The conclusions may aid practitioners and scholars in understanding these organizational phenomena in the context of quality-certified and quality non-certified municipalities.

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Public quality – for whom and how? Integrating public core values with quality management

Cited by 18 publications

References 32 publications

Exploring differences between private and public organizations in business excellence models

Exploring differences between private and public organizations in business excellence models

Citizen feedback as a tool for continuous improvement in local bodies

Knowledge management, customer satisfaction and organizational image discriminating certified from non-certified (ISO 9001) municipalities

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