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View the PDF document Performance management in the public sector in Fiji : implications of leadership, culture and competency on the performance of Public sector organizations
Author: Chand, Krishna.
Institution: University of the South Pacific.
Award: M.A.
Subject: Performance, Public administration -- Fiji
Date: 1999.
Call No.: Pac JQ 6301 .A65 C536 1999
BRN: 923142
Copyright:Under 10% of this thesis may be copied without the authors written permission

Abstract: The undeniable lax performance besieging the public sector has become the focus of attention for most critics. Regular accusations of poor performance have been levelled at the leadership, culture and competencies of service providers. The importance of this research is, therefore, to determine whether the accusations hold true as acclaimed. And in doing so, the aim of the study has been centered on the implications of leadership, culture and staff competencies on the performance of public sector organizations. However, the foremost priority was to establish organization performance level from behavioural perspective. This was determined by averaging the performance levels of leaders and subordinates in the two case studies separately. The next step involved the analysis of expected causes of lax performance - leadership, culture and staff incompetency. Factors relating to each of these causes were analysed by measuring their relative attributes and testing for their relationships with the organization performance variable. Figure • 1.1 shows the performance appraisal plan for acquiring relevant data and determining the consistency in this research approach. In order to rely on the credibility of the research report this survey was conducted in a very scientific manner. Sample survey technique was used to select respondents representative of the established population from two cases - Inland Revenue and Customs and Excise. Departments.' This sample size was proportionately distributed over all the stations geographically located in the three islands - Viti Levu, Vanua Levu and Ovalau. The respondents were required to complete and return the structured questionnaires. These questionnaires were designed to extract qualitative as well as quantitative data. Apart from structured questionnaires, unstructured interviews and observations were also made. During the data analysis process, the qualitative data were quantified and reliability check was conducted with the Kroubach's scale test. Frequency analysis was conducted for all the variables under study. For the purpose of determining correlation coefficients the Spearman's rank-order correlation test was done. And in order to cross-check the results Cramer's coefficient tests were conducted. Further, tests of significance was done with the Chi-square statistics. The results were overwhelming. It was revealed that all aspects of leadership, culture and staff competencies did affect organization performance. The real world problems of mismanagement, dishonesty, resource wastage etcetera have been theoretically explained. Levels-of performance ascertained reveal that the departments did not perform as expected. Lastly, solutions are also provided with consideration of current and restructured perspectives.
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