Professionalism is the Key to Create Public Value

  • Authors

    • Abdul Sami
    • Ahmad Jusoh
    • Khalil Md Nor
    • Asmara Irfan
    • Sobia Irum
    • Muhammad Imran Qureshi
    • Muhammad Ishfaq
    2018-08-24
    https://doi.org/10.14419/ijet.v7i3.30.18436
  • Public value, Professionalism, Services, Trust, Societal Outcome.

  • Public value is a new and important concept in the public management research. This concept give a new idea of public management with theme of peoples first approach to facilitate them. Public value creation is the main concern of public mangers in today’s public sector organizations. Public value is based on three building blocks of public value that are services, trust and social outcome. Professionalism is an esential requirement to achieve these building blocks of public value. A professional public manager by virtue of his possition will be in a better position to create public value. The important attributes of a professional public manger includes honesty, competency, accountability, self regulation and specialized knowledge of his field and duties. These attributes of public managers will create public value and ultimately establish the trust of public on the organization and as a result, the country will become a welfare state.

     

  • References

    1. [1] Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Georgetown University Press.

      [2] De Graaf, G., & Van Der Wal, Z. (2010). Managing conflicting public values: Governing with integrity and effectiveness. The American Review of Public Administration, 40(6), 623-630.

      [3] Meynhardt, T. (2009). Public value inside: What is public value creation?. Intl Journal of Public Administration, 32(3-4), 192-219.

      [4] Sami, A., Jusoh, A., & Qureshi, M. I. (2016). Does Ethical Leadership Create Public Value? Empirical Evidences from Banking Sector of Pakistan. International Review of Management and Marketing, 6(4S), 262-270.

      [5] Fisher, J., & Grant, B. (2013). Public value: Recovering the ethical for public sector managers. International Journal of public administration, 36(4), 248-255.

      [6] Moore, M. H. (1995). Creating public value: Strategic management in government. Harvard university press.

      [7] Colon, M., & Guérin-Schneider, L. (2015). The reform of New Public Management and the creation of public values: compatible processes? An empirical analysis of public water utilities. International Review of Administrative Sciences, 81(2), 264-281.

      [8] Noordegraaf, M. (2007). From “pure†to “hybrid†professionalism: Present-day professionalism in ambiguous public domains. Administration & Society, 39(6), 761-785.

      [9] O'Flynn, J. (2007). From new public management to public value: Paradigmatic change and managerial implications. Australian journal of public administration, 66(3), 353-366.

      [10] Horner, L., Hutton, W., Benington, J., & Moore, M. H. (2011). Public value: Theory and practice.

      [11] Mendel, S. C., & Brudney, J. L. (2014). Doing good, public good, and public value: Why the differences matter. Nonprofit Management and Leadership, 25(1), 23-40.

      [12] Hartley, J., Alford, J., Hughes, O., & Yates, S. (2015). Public value and political astuteness in the work of public managers: The art of the possible. Public Administration, 93(1), 195-211.

      [13] Prebble, M. (2015). Public value and limits to collaboration. International Journal of Public Administration, 38(7), 473-485.

      [14] Spano, A. (2009). Public value creation and management control systems. Intl Journal of Public Administration, 32(3-4), 328-348.

      [15] Shaw, R. (2013). Another size fits all? Public value management and challenges for institutional design. Public Management Review, 15(4), 477-500.

      [16] Sami, A., Jusoh, A., Mahfar, M., Qureshi, M. I., & Khan, M. M. (2016). Role of Ethical Culture in Creating Public Value. International Review of Management and Marketing, 6(4S), 255-261.

      [17] Rutgers, M. R. (2015). As good as it gets? On the meaning of public value in the study of policy and management. The American Review of Public Administration, 45(1), 29-45.

      [18] Stoker, G. (2006). Public value management: A new narrative for networked governance?. The American review of public administration, 36(1), 41-57.

      [19] Morse, R. S. (2010). Integrative public leadership: Catalyzing collaboration to create public value. The Leadership Quarterly, 21(2), 231-245.

      [20] Thompson, F., & Rizova, P. (2015). Understanding and creating public value: Business is the engine, government the flywheel (and also the regulator). Public Management Review, 17(4), 565-586.

      [21] Pandey, S. K., Davis, R. S., Pandey, S., & Peng, S. (2016). Transformational leadership and the use of normative public values: Can employees be inspired to serve larger public purposes?. Public Administration, 94(1), 204-222.

      [22] Williams, I., & Shearer, H. (2011). Appraising public value: Past, present and futures. public administration, 89(4), 1367-1384.

      [23] Knoll, E. (2012). The public value notion in UK public service broadcasting: an analysis of the ideological justification of public service broadcasting in the context of evolving media policy paradigms (Doctoral dissertation, The London School of Economics and Political Science (LSE)).

      [24] Staples, W. (2010). Public value in public sector infrastructure procurement.

      [25] Liff, R., & Andersson, T. (2013). The multi-professional team as a post-NPM control regime: can it integrate competing control regimes in healthcare?. Offentlig Förvaltning. Scandinavian Journal of Public Administration, 16(2), 45-67.

      [26] Pugh, D. L. (1989). Professionalism in public administration: Problems, perspectives, and the role of ASPA. Public Administration Review, 1-8.

      [27] Schön, D. A. (2017). The reflective practitioner: How professionals think in action. Routledge.

      [28] Freidson, E. (2001). Professionalism, the third logic: On the practice of knowledge. University of Chicago press.

      [29] Bøgh Andersen, L., & Holm Pedersen, L. (2012). Public service motivation and professionalism. International Journal of Public Administration, 35(1), 46-57.

      [30] Kelly, G., Mulgan, G., & Muers, S. (2002). Creating public value. London, Cabinet Office.

      [31] Sami, A., Jusoh, A., Md. Nor,K., Irfan,I., & Liaquat, H. (2018). Identification of Public Value Dimensions in Pakistan’s Public Sector Organizations. The European Proceedings of Social & Behavioral Sciences, XL, 766-779.

      [32] Omar, K. H. (2015). The public value of Gov 2.0: the case of Victorian Local Government, Australia. PhD Thesis. Swinburne University of Technology.

      [33] Daykin, C. D. (2003). Professionalism and trust. British Actuarial Journal, 9(5), 999-1005.

      [34] Boynton, L. (2002). Professionalism and social responsibility: Foundations of public relations ethics. Annals of the international communication association, 26(1), 223-256.

      [35] Fitzpatrick, K., & Gauthier, C. (2001). Toward a professional responsibility theory of public relations ethics. Journal of Mass Media Ethics, 16(2-3), 193-212.

      [36] Kim, S. Y., & Reber, B. H. (2009). How public relations professionalism influences corporate social responsibility: A survey of practitioners. Journalism & Mass Communication Quarterly, 86(1), 157-174.

  • Downloads

  • How to Cite

    Sami, A., Jusoh, A., Md Nor, K., Irfan, A., Irum, S., Imran Qureshi, M., & Ishfaq, M. (2018). Professionalism is the Key to Create Public Value. International Journal of Engineering & Technology, 7(3.30), 583-586. https://doi.org/10.14419/ijet.v7i3.30.18436