Public Sector Management and Organizational Behavior
Summary
Public sector management and organisational behaviour examine how governmental bodies design structures, processes and cultures to deliver public value. Traditional Weberian bureaucracy, grounded in hierarchical rules and formal authority, has evolved through successive reform paradigms such as New Public Management and New Public Governance. Across these models, core concerns include accountability, transparency and strategic orientation. Organisational behaviour in the public domain addresses motivation, collaboration, leadership and employee well-being under complex stakeholder pressures. Digitalisation and performance measurement systems have reshaped decision-making and service delivery, while public values and ethical considerations remain fundamental. Scholars also consider how red tape and administrative burdens affect both citizen experience and workforce engagement. The interplay of institutional frameworks, managerial autonomy and frontline practices yields insights into competitiveness, innovation and resilience, especially in response to crises and evolving societal expectations.
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Public Sector Management and Organizational Behavior publication trend
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Technical terms
Red tape: Excessive or redundant formal rules and procedures that impede efficient action.
Organizational citizenship behaviour (OCB): Voluntary employee actions that contribute to organisational effectiveness beyond formal job requirements.
Role perception: An individual’s understanding of expected behaviours and responsibilities within their organisational role.
New Public Management (NPM): A governance paradigm emphasising market mechanisms, performance measurement and managerial autonomy in the public sector.
Job demands-resources (JD-R) model: A theoretical framework positing that employee well-being arises from the balance between job demands and available resources.
References
- Determinants of Public Institutions Competitiveness: Case Study of the Republic of Moldova. Administrative Sciences (2023).
- Role perceptions, collaboration and performance: insights from identity theory. Public Management Review (2023).
- Formal institutions, informal institutions, and red tape: A comparative study. Public Administration (2018).
- Wellbeing During a Crisis: A Longitudinal Study of Local Government Civil Servants. Review of Public Personnel Administration (2022).
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