Suchergebnisse

Behaviors of consumers and producers become complex and interdependent in accordance with the developments in the world. This development increases the importance of economic knowledge and it becomes more and more important for the individuals and societies to adapt themselves to this development. Economic literacy is of high importance not only for specific social groups but also all the individuals. However; economic knowledge of the public officers who are in a specific level of income, expense and education within Turkish economy as well as their ability of applying this knowledge on their daily lives and their prospective economic planning as being conscious individuals are of high importance. Increase in economic literacy of the individuals not only affects the individuals but also contributes to the society and country. This study aims at determining and evaluating economic literacy levels of the public officers. It includes public officers working in Tokat city center. Research data has been obtained from 397 participants randomly selected as a result of face to face interviews. Factor analysis, independent sample t test and one-way analysis of variance have been applied in the research. It has been determined that averages regarding sub-dimensions of economic literacy of the participants vary depending on gender, age, occupation and income. Economic literacy levels of the public officers have been found high. It is thought the study will be beneficial to politicians, academicians and all decision-makers.

Governments are investing considerable time and resources in the field of collaborative governance as it proliferates throughout many sectors, and how public officers choose to respond to these developments therefore becomes an important question. The increased public involvement that collaborative governance brings is often more costly than traditional forms of governance, while the outcomes are highly uncertain. For these reasons, it is important that collaborative governance is only used when really warranted, and the various forms that it can take should be carefully designed. In this study, we apply a typology of collaboration strategies to examine firstly, the circumstances under which leading officers at four county administrative boards in the Swedish mountain region decide to lead collaboration, and secondly what collaboration strategies they then apply. This study is based on 20 interviews with key officers, and 39 interviews with project leaders of public-private collaborations in the area of natural resource management in the region. We find that officers should take trust levels into account when designing collaboration strategies, not least the lack of official trust. Strategies are found to be not mutually exclusive but complementary, and officers employ several at the same time. Interestingly, the results of this study show that – somewhat counter-intuitively – distrust is a driver for officers to initiate collaboration, a conclusion which questions the common view that more trust unequivocally translates into more participation.

Governments are investing considerable time and resources in the field of collaborative governance as it proliferates throughout many sectors, and how public officers choose to respond to these developments therefore becomes an important question. The increased public involvement that collaborative governance brings is often more costly than traditional forms of governance, while the outcomes are highly uncertain. For these reasons, it is important that collaborative governance is only used when really warranted, and the various forms that it can take should be carefully designed. In this study, we apply a typology of collaboration strategies to examine firstly, the circumstances under which leading officers at four county administrative boards in the Swedish mountain region decide to lead collaboration, and secondly what collaboration strategies they then apply. This study is based on 20 interviews with key officers, and 39 interviews with project leaders of public-private collaborations in the area of natural resource management in the region. We find that officers should take trust levels into account when designing collaboration strategies, not least the lack of official trust. Strategies are found to be not mutually exclusive but complementary, and officers employ several at the same time. Interestingly, the results of this study show that – somewhat counter-intuitively – distrust is a driver for officers to initiate collaboration, a conclusion which questions the common view that more trust unequivocally translates into more participation.

The German national public officer—a term which covers public employees of every rank, from watchmen and gate-keepers to the chancellor, and in every type of occupation, from engineering to diplomacy, from teaching to service on the bench of the highest courts—has a very special status, governed in part by the constitution, in part by the Law of Officers, and in part by many other statutes, such as a law fixing salaries. This status involves many rights and privileges, and on the other hand, many duties and restrictions. The oath of office required of all national officers consists of a pledge to be faithful to the constitution, obedient to the laws, and conscientious in the performance of official duties. The law requires every officer to conduct himself at all times, even in his private capacity, in such a way as to merit the respect due to his office. Misconduct is liable to the "ordinary" penalties of reprimand, warning, and money fine, or, after due hearing, to the "disciplinary" penalties of suspension and dismissal. The criminal code takes cognizance of certain specified crimes and misdemeanors in office, such as the improper bringing about of arrests and prosecutions, and the falsification of official records. Naturally, the officer is also liable when he commits any other type of crime or misdemeanor.The rights and privileges of public officers are very substantial. National officers are appointed, as a rule, for life; unless any appointment is specified as being revocable, it is per se a life appointment, involving protection against arbitrary dismissal or suspension.

The Nigerian Public Officers Protection Act, (POPA) is part of statute of general application and is deeply rooted in the Public Authorities Protection Act of 1893 which has been repealed in England. The original intendment of POPA is to offer special protection to public officers in the performance of their public duties by entrenching a three-month limitation period for action against public officers in the performance of their duties. However, the emerging jurisprudence has interpreted the definition of person to include artificial persons, thereby bringing in more public entities under the protection. In addition, many public authorities enjoy further protection by reason of entitlement to pre action notice as entrenched in their enabling Acts. The effects of the dual protection are the seeming discriminatory and unequal treatment of private corporations and individual vis a vis public authorities. Hence, the widely held view that the dual protection is anachronistic and a clog in the wheel of justice as many litigants have been left without remedy on procedural grounds of non-issuance of pre action notice or failure to institute an action within the three-month limitation period. This paper makes enquiries on whether the dual protection being enjoyed by public officers and institutions constitute impediments to access the court of law and justice. The paper adopts a comparative analysis to investigate the contemporary approaches of a number of countries that have repealed or revised the dual protection offered public authorities. Lessons learned from other jurisdictions formed the basis of final recommendations of the paper which primarily calls for an urgent review of POPA.

Managing compensation is an interesting and sensitive issue in organizations, including public organizations.This study examines the effect of each aspect of compensation on satisfaction among public officers. Based on the equity theory and the expectancy theory, this research focuses on the central concept observed about compensation, with a total of 122 public officials who work in two government agencies in Medan, North Sumatra, participating as respondents. The results showed that among the four aspects of compensation observed and tested in this study, the findings show that only the incentive aspect had an essential effect on employee satisfaction with compensation. The three other aspects of compensation were found to have no significant effect on employee satisfaction with compensation. The practical implication for public officers who work in the public sector, the organizational incentive pattern is very attractive to them. This study also argues that these same challenges can also serve as drivers shaping the future of public compensation as a theory and practice. While conclusion also offers a new perspective in favor of the argument advanced here.

Purpose: The purpose of this research is to evaluate the ambiguity and conflict characteristics of role stress variables capable of mediating a job transfer and official performance. Research methodology: This experimental research was conducted to obtain a causal relationship between the respondents in Lampung, Way Kanan Regency, and analyzed using the Anova method. Results: The results showed that officials' performance was significantly higher when experiencing low ambiguity, according to role and contingency theories. Furthermore, both attributes were lower when officials received high-frequency and did not mediate the relationship between job transfer and performance. Limitations: This research is limited to paper and pencil, which prevents participants from feeling the real situation. Contribution: This research implies that job transfers can be conducted according to the needs and conditions of the local government.