Search results

Government employees have various challenges of adopting e-government which include administrative problems, technological challenges, infrastructural problems, lack of trust on computer applications, security concerns and the digital divide. The purpose of this paper is to identify the most salient factors that influence the employee adoption of e-government in India as perceived by government employees involved in e-government service delivery.

The paper first identifies different factors influencing the employee adoption of e-government on the basis of literature review and then finds their relative importance by prioritizing them using the analytic hierarchy process (AHP). The AHP is a multi-criteria decision-making (MCDM) tool which combines all the factors into a hierarchical model and quantitatively measures their importance through pair-wise comparisons (Saaty, 1980). Eleven influencing factors of employee adoption of e-government have been identified, which are categorized under four main factors, namely, “employee’s personal characteristics”, “technical factors”, “organizational factors” and “trust”. The data pertaining to pair-wise comparisons of various factors and sub-factors related to the study is collected from ten senior government employees working with different departments and bodies of the Government of National Capital Territory of Delhi.

Based on the results obtained, the findings reveal that “organizational factors” and “technical factors” are the two most important factors which influence the intention of government employees to adopt e-government. Moreover, “training”, “technical infrastructure”, “access speed”, “technical support” and “trust” in infrastructure are the top five sub-factors which are considered to be important for the employee adoption of e-government.

One of the limitations regarding the methodology used in the study is that the rating scale used in the AHP is conceptual. There are chances of biasing while making pair-wise comparisons of different factors. Therefore, due care should be taken while deciding relative scores to different factors. Also, some factors and sub-factors selected, for the model may have interrelationships such as educational level and training; computer skills and trust; etc., and these interrelationships are not considered by the AHP, which is a limitation of the present study. In that case, the analytic network process (ANP) can be a better option. Therefore, this study can be further extended by considering some other factors responsible for e-government adoption by employees and applying the ANP in the revised model.

The results of the study may help government organizations, to evaluate critical factors of employee adoption of e-government. This may help them in achieving cost-effective implementation of e-government applications by efficiently managing their resources. Briefly, the findings of the study imply that government departments should provide sufficient training and support to their employees for enhancing their technical skills so that they can use the e-government applications comfortably. Moreover, the government departments should also ensure fast access speed of the e-government applications so that the employees can carry out their tasks efficiently.

Most of the existing literature on e-government is focused on citizens’ point of view, and very few studies have focused on employee adoption of e-government (Alshibly and Chiong, 2015). Moreover, these studies have majorly used generic technology adoption models which are generally applicable to situations where technology adoption is voluntary. As employee adoption of e-government is not voluntary, the present study proposes a hierarchy of influencing factors and sub-factors of employee adoption of e-government, which is more relevant to the situations where technology adoption is mandatory. Also, most of the previous studies have used statistical methods such as multiple regression analysis or structural equation modelling for examining the significant factors influencing the e-government adoption. The present study contributes to this area by formulating the problem as an MCDM problem and by using the AHP as the methodology to determine the weights of various factors influencing adoption of e-government by employees.

This article aims to examine factors associated with new employee turnover in US state governments, where turnover is often highest in organizations. Building on existing studies of high performance work systems (HPWS) turnover, this article develops a set of hypotheses to explain new hire turnover.

The proposed model has been analyzed with a sample of 42 of the 50 US state governments.

Practices associated with HPWS influence turnover of new hires. State governments that operate centralized college recruiting programs, pay higher salaries, offer pay for performance incentives, award group bonuses, invest more in training, and allow job rotation lose significantly fewer new hires.

This study is limited to specific variables collected in an online survey of states' central human resource departments. Future research may want to focus on other levels of government, include additional practices associated with HPWS, and examine measures of government performance.

This study stresses the importance of HPWS and how HRM practices impact new employees' decisions to stay or leave an organization. This information will provide an opportunity for actionable knowledge to be created that may help practitioners design and administer programs to reduce new hire turnover.

This study has extended a well‐developed body of knowledge on HPWS to government. Since most HPWS and turnover studies focus on turnover more broadly and since turnover is often highest among new hires, this research extends the HPWS framework to an important outcome, new hire quit rates.

Ensuring effective usage of Web 2.0 within government organisations is not as straightforward as it seems. The organisations should be aware of a number of issues when implementing Web 2.0 internally. This paper introduces a theoretical model that highlights the importance of management, technology and people issues influencing the level of Web 2.0 usage from an internal perspective. The purpose of this paper was to identify and explore these issues in a government context.

This paper uses a mixed-method (qualitative and quantitative) analysis to identify the issues that should be focused on for achieving effective usage of Web 2.0 among government employees. A combination of interviews, surveys and usage data collected from two government organisations was used to gather the data.

The main finding is that, a policy will act as an initial catalyst for culture change and effective usage of Web 2.0 technologies in a government environment. It was also found that it is important to develop an understanding among senior management about the motivation for their employees to utilise Web 2.0 internally. As a result, the proposed theoretical model could assist government organisations in developing effective adoption approaches through identifying their employees’ motivation to adopt Web 2.0 technologies and developing a suitable organisational social media policy.

There is the issue of the small number of both qualitative and quantitative respondents within the research. Such limitation is because the research relies solely on the voluntary participation of the employees. This limitation was coupled with the fact that both organisations had different security requirements that had affected the amount and level of feasible information that was accessible to the researchers.

This paper extends the understanding of issues applicable to the adoption of Web 2.0 tools from a government organisations’ perspective. The developed theoretical model acts as an adoption guide for organisations to achieve effective Web2.0 tools usage. At the same time, this paper also examines related motivation aspects which higher management should consider while using a new social media or Web 2.0 platform internally.

This paper highlights suitable overview approaches for organisations to consider in increasing adoption of Web 2.0 among their employees. This paper also provides an initial foray into identifying other complex issues that may exist within different government organisations in relation to internal technology usage.

The article examines the potential impact of FAR Subpart 3:10, Contractor Code of Business Ethics and Conduct on the system for regulating defense procurement integrity. The article argues that the adoption of the new Contractor Code of Business Ethics and Conduct will not change the already heavy emphasis placed on full compliance with criminal and civil statutes directed at protecting procurement integrity. The article also argues that the defense procurement integrity program should devote equal attention to adoption of non-criminal standards of conduct directed at assuring the impartiality and objectivity of contractor employees. Finally, the article argues that in order to rebuild public trust in contractor employees the FAR Council should require contractor employees who perform duties similar to full-time federal employees to comply with a new uniform set of non-criminal standards of conduct rules directed at assuring the impartiality and objectivity of contractor employees.

Scholarly research on e-procurement has been limited and, like e-government, e-procurement has been researched primarily from the perspective of adoption/non-adoption. This paper aims to focus on public administration employees’ perceptions of the quality of národní elektronický nástroj (NEN) – the Czech national e-procurement tool they are required to use.

The paper is based primarily on statistical analysis of data obtained through two questionnaire surveys addressed to contacts from of all Czech central state administration bodies using NEN; 175 completed questionnaires were gathered in 2020 and 128 in 2022 and subjected to statistical analysis in SPSS.

NEN was launched as fully operational in August 2015. The research indicates that in 2022 there were still important gaps in the quality of NEN as perceived by public employees.

The paper has important practical implications for e-procurement policymakers. It shows that making the e-procurement system compulsory is not sufficient. The government needs to guarantee that it would be competitive with tools that would otherwise be preferred. Otherwise, the application of the digital-by-default principle may lead to institutionalisation of services that are not user-friendly. This has important implications for e-government/e-procurement management and change management.

Little is known about public employees’ perceptions of the quality of e-government and e-procurement. Although e-procurement is an area where the digital-by-default principle was implemented rather early, the quality of e-procurement has still received limited attention in research.

Outlines the new individual and collective rights established for all employees by the first Blair Labour Government. It then discusses the rationale for these developments, namely competitive advantage on the basis of labour market flexibility combined with minimum labour standards and security of employment for employees, the promotion of a partnership, as opposed to adversial, relationship between employers and employees at the workplace and the need to build a political consensus for a legal framework surrounding the UK employee relations system. The article concludes by assessing whether these developments represent a break and/or continuation relative to other twentieth century UK governments.

GASB Statement No. 45 addresses how governmental units account for employees' other post-employment benefits (OPEB), requiring government employers to replace OPEB reporting on a pay-as-you-go basis with an accounting of the cost of current and future benefits. This requirement and the resulting OPEB liability may prompt government employers to reconsider key questions regarding their OPEB provision. The size of the OPEB liability depends on both the benefit promises made to employees and the assets to fund these promises. We propose a typology that defines four approaches for governments to respond to GASB 45 and their OPEB liabilities. These approaches represent different combinations of strategies involving OPEB promises and assets. We illustrate these strategies and responses using selected counties and nine mid-Atlantic cities.

The purpose of this paper is to investigate how government employees perceive and react to limits on their right to express public dissent about their employer. Within the context of Canada's federal workplaces, this two‐part project sought first to analyse and clarify the nature of complex government rules on dissent, and then to explore federal employees' understanding of those rules, and the balance between the duty of loyalty owed to their employer, and their protected rights as citizens to criticize their government. The goal was to contribute to further research and improve professional practice within the federal public service in addressing employee dissent.

This research is qualitative and exploratory. Documentary and literature analysis was conducted to review Canada's laws, policies and guidelines. These were critically analysed for consistency with each other, and with their stated objectives. Employee views and perceptions were collected through a focus group of communications employees, and three in‐depth interviews. Interviews and focus group results were analysed by inference to explore employee perceptions of their duties and rights, and the authority on which their perceptions are based.

Results indicate that respondents base decisions about employee dissent on unconsciously internalized organizational values. Formal policy, training, or legal consequences had less influence on dissent than organizational culture, employee experience, and perceived career and relationship risks. Respondents valued their right to dissent, but were willing to yield it to honour a voluntary moral contract to support a higher cause (public service). The implications are that traditional theories that view employee dissent as largely self‐interested may be less relevant when employees perceive the organization's goals to be value‐driven, and that employee dissent can be minimized by promoting a value‐based organizational culture.

This paper's findings suggest that organizations might better manage reputation and minimize external employee dissent by focussing on communications that foster a value‐driven organizational culture, rather than by implementing formal limits or policies to control dissent.

This paper offers policy analysis that fulfills an identified gap in knowledge in terms of general day‐to‐day practise when it comes to advising Canada's federal employees regarding their rights and responsibilities, and offers some challenges to traditional theories that suggest employee choices regarding dissent are primarily based on individual self‐interest or self‐actualization.

In the internet era, the boundaries between public and private lives of government employees are often blurred, resulting in enhanced concerns about administrative accountability and effectiveness. By adopting a multi-step qualitative methodology involving internet survey and analysis of illustrative examples, this research explores and examines how social media policies could assist in keeping the public and private lives of civil servants distinct. We find that very few public sector agencies have adopted social media policies in an attempt to regulate employee behavior. We conclude that social media sites, both private and official, could be an effective administrative tool if harnessed properly. We offer certain recommendations and strategies based on our findings that could assist in accomplishing the principles of ethical administration.

In the internet era, the boundaries between public and private lives of government employees are often blurred, resulting in enhanced concerns about administrative accountability and effectiveness. By adopting a multi-step qualitative methodology involving internet survey and analysis of illustrative examples, this research explores and examines how social media policies could assist in keeping the public and private lives of civil servants distinct. We find that very few public sector agencies have adopted social media policies in an attempt to regulate employee behavior. We conclude that social media sites, both private and official, could be an effective administrative tool if harnessed properly. We offer certain recommendations and strategies based on our findings that could assist in accomplishing the principles of ethical administration.