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PIPFA Journal Article

mance incentive or some would be XVIII. Red type Employees each and every matter.
getting more incentive then other. XIX. Political meddling 4. Introduction of financial benefits to
The incentive plans needs to be XX. Extraneous factors the employees for the performance
adjusted regularly in order to give XXI. Lack of job descriptions and in organizations. Reduction of red
financial benefits to the deserving seriousness tape in organizations.
employees for the performance not 5. Top management should have
to ones that do not deserve or XXII. Control political intervention sovereignty and ascendancy to
contribute towards the objective of XXIII. Lack of competitive market take some new initiatives, to bring
the public sector organizations. based remuneration some changes in the organization,
Employee’s small or little contribu- XXIV. Lack of incentivize perfor- and there should be also encour-
tions should be appreciated at mance aged for competition within or
either small or large level in the XXV. Absence of appraisal inter- among other public sector organi-
organization. views zations. Providing new challenges
Public sector organizations often work XXVI. Boss prospective thinking for & motivation to the managers to
under predefined rules and regula- promotions. achieve new heights.
tions. Behn in 1995 explained that XXVII. Lack of out of the box thinking Government organization has an
bureaucratic structure of public sector XXVIII. Working on old line of edge, as they can perform with greater
organizations are normally backed by thoughts performance and even can produce
the political system of the country that much better than other private organi-
often prefers bureaucracy over partici- Now the question arises that, how can zations. Not only that government just
pative management. In achieving the an organization overcome such remove its influence from the political
strategic management goals in public hurdles? Below are the few recom- will in the public sector organizations,
sector organizations, some of the mendations for the public sector communicate the goals of the organi-
important hindrances are listed below. organizations. zation to its employee’s, implement
I. Lack of leadership 1. Top core management should be merit based policies, redesign the
II. Political influence in recruit- given at least for 3 to 5 years to salary structure and linking pay with
perform and implement their
ment and setting organization- policies and strategies of the performance, use pay for output along
al goals organization to measure the with efficacy, encourage the staff and
III. Lack of professionalism in performance of the top manage- recognize their performance achieve-
public sector organization ment. ment, reduce the number of huge
IV. Conflict of interest 2. Top Management should com- unwanted and redundant staff, rules
V. Lack of strategic goals setting mence a culture of recommenda- and formalities. Simplify the process
and reduce number of transactions in
VI. Lack of consistency of policies tions / engaging management, a process. Delegation of powers, with
VII. Interdepartmental differences hear new ideas for improvement in defined rules and procedures should
and hurdles the system. be used to reduce the time period
VIII. Conflict of interest between 3. Communication should be performance management. In the age
departments improved at all the level of organi- of technology, this is not only on of the
IX. Lack of motivation zation, goals of the organization very perfect way for enhancing the
X. Too much centralized decision should be communicated to all the performance and its measurement.
employees to get them on board at
making system
XI. Status-quo strategy
XII. Lack of coordination between
departments
XIII. Ambiguity of goals
XIV. Too much Government inter-
ventions
XV. Major purpose is to serve
higher management, not profit
orientation
XVI. Corruption, non transparent
public expenditure.
XVII. Wrong performance evalua-
tion technique

14 January-June, 2018