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Journal articles on the topic 'Public staff'

Author: Grafiati

Published: 3 June 2025

Last updated: 31 July 2025

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1

Bageacu, S. "Staff public." Journal de Chirurgie 146, no. 2 (2009): 199–206. http://dx.doi.org/10.1016/j.jchir.2009.05.021.

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2

Gustav Johannsen, Carl. "Innovative public library services – staff-less or staff-intensive?" Library Management 35, no. 6/7 (2014): 469–80. http://dx.doi.org/10.1108/lm-01-2014-0006.

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Purpose – Several recent library innovations seem to make professional and clerical staff superfluous such as automated loan and delivery equipment, staff-less libraries open in 80 hours a week, and virtual services, enabling users to search the library catalogue and make reservations of library materials from their home address. The purpose of this paper is to examine whether such developments will necessarily lead to a situation where public libraries become self-service institutions or to what extent self-service and innovative staff-intensive library services can develop and co-exist. Furt

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3

Khorram-Manesh, Amir. "Flexible surge capacity – public health, public education, and disaster management." Health Promotion Perspectives 10, no. 3 (2020): 175–79. http://dx.doi.org/10.34172/hpp.2020.30.

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Background: Failed attempts to improve the delivery of healthcare to communities show distinct flaws that have a higher impact during a major incident or disaster (MID). This study evaluates the concept of surge capacity, which intends to achieve a balance between the needs and resources in affected areas by providing staff, stuff, structure, and system. Methods: A systematic literature review was performed according to the PRISMA statement and by using PubMed, Scopus, and Google Scholar, and related keywords. Results: There were limited publications about flexible surge capacity (FSC). Howeve

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4

Gillespie, A. Gray. "The Public Service Staff Relations Board." Relations industrielles 30, no. 4 (2005): 628–42. http://dx.doi.org/10.7202/028655ar.

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5

Drinkwater, Chris, and Lynn Young. "Engaging frontline staff and the public." Primary Health Care 11, no. 9 (2001): 14–17. http://dx.doi.org/10.7748/phc2001.11.11.9.14.c339.

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6

International Monetary Fund. "Lao People's Democratic Republic-Staff Report and Public Information Notice: Staff Report and Public Information Notice." IMF Staff Country Reports 11, no. 44 (2011): 1. http://dx.doi.org/10.5089/9781455216666.002.

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7

Johnson, Anne. "Public health advocacy - determining a role for staff of a public hospital." Australian Health Review 24, no. 2 (2001): 112. http://dx.doi.org/10.1071/ah010112.

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This study explored the public health advocacy role of staff employed at a major South Australian specialist publichospital that had made an organisational commitment to health promotion.It was concluded that staff did have a role to play in public health advocacy, though the issues pursued primarilyrelated to disease and injury prevention rather than the broader social determinants of health. Staff gained valuableexperience in the political processes of public health advocacy. The hospital had to develop organisationalinfrastructures to support staff so they could undertake public health advo

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8

Evans, Nyaboga Nyagaka, Peterson Ondieki Osero, and Dr Jack Ajowi. "Analysis Of Working Conditions Of Support Staff In Public Secondary Schools In Nyamira County, Kenya." International Journal for Innovation Education and Research 3, no. 7 (2015): 132–44. http://dx.doi.org/10.31686/ijier.vol3.iss7.403.

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Secondary school support staffs are less satisfied with their posts in general, their contracts and conditions of employment, working arrangements for their post, training and development opportunities available to them are always demoralizing them. Going by the foresaid conditions of work, this study was set to analyze of working conditions of support staff in public secondary schools in Nyamira County, Kenya. The study adopted a descriptive survey design. The specific objective of the study was to: examine the working conditions of the support staff in public secondary schools. The study pop

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9

Stork, Diana, Diane Cross, Chris LaBauve, and Liane Stevens. "Family Benefits In Public Accounting." Journal of Applied Business Research (JABR) 8, no. 4 (2011): 129. http://dx.doi.org/10.19030/jabr.v8i4.6134.

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This article addresses questions about family benefits in public accounting firms and reports on a survey of Connecticut CPAs. Results suggest differences in the benefits and family policies of Big 6 and local firms, with local firms being more responsive to the family needs of their professional staff. Results also suggest opinions are influenced by gender and organizational position (staff or partner). Women and staff accountants believe that using benefits might hurt their careers, and they have less favorable attitudes about their firms family policies and benefits.

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10

Kyaligonza, Robert, and Edson Kamagara. "Staff Turnover in Public Universities in Uganda." Makerere Journal of Higher Education 9, no. 2 (2017): 59–72. http://dx.doi.org/10.4314/majohe.v9i2.5.

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In this study, we examined three sets of antecedents of staff turnover in public universities in Uganda: demographic, controllable and uncontrollable. Data were collected from lecturers and administrators at the universities. Our findings suggest that the extent of controllable turnover is greater than uncontrollable turnover and that poor management practices are the major cause of employee turnover. Poor motivation was reported to be a major problem. In particular, economic incentives were found to be grossly inadequate to retain lecturers in the university system. Therefore, it is recommend

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11

TAVAS, Bekir. "Turkish Staff In New Public Administration Method." Social Sciences Studies Journal 5, no. 44 (2019): 5238–45. http://dx.doi.org/10.26449/sssj.1558.

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12

Massoudi, Barbara L., Kelley Chester, and Gulzar H. Shah. "Public Health Staff Development Needs in Informatics." Journal of Public Health Management and Practice 22 (2016): S58—S62. http://dx.doi.org/10.1097/phh.0000000000000450.

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13

Rubin, Richard. "The Future of Public Library Support Staff." Public Library Quarterly 12, no. 1 (1992): 17–29. http://dx.doi.org/10.1300/j118v12n01_03.

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14

Childers, Thomas A. "Using Public Library Reference Collections and Staff." Library Quarterly 67, no. 2 (1997): 155–73. http://dx.doi.org/10.1086/629930.

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15

Broadway, Rita, and Jane Qualls. "Periodicals Public Service: A Staff Training Program." Serials Review 16, no. 3 (1990): 51–59. http://dx.doi.org/10.1080/00987913.1990.10763957.

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16

FINKELSTEIN, JOEL B. "FDA Losing Credibility With Public, Own Staff." Clinical Psychiatry News 34, no. 12 (2006): 67. http://dx.doi.org/10.1016/s0270-6644(06)72017-3.

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17

FINKELSTEIN, JOEL B. "FDA Losing Credibility With Public, Own Staff." Internal Medicine News 39, no. 18 (2006): 60–61. http://dx.doi.org/10.1016/s1097-8690(06)74241-x.

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18

Mensah, Vida, and A. A. Alemna. "Staff retention in public libraries in Ghana." Library Management 18, no. 6 (1997): 286–94. http://dx.doi.org/10.1108/01435129710168570.

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19

Smithson, R. D. "Public and health staff knowledge about AIDS." Journal of Public Health 10, no. 3 (1988): 221–27. http://dx.doi.org/10.1093/oxfordjournals.pubmed.a042410.

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20

Vass, A. "Staff shortages threaten public health in London." BMJ 324, no. 7341 (2002): 805a—805. http://dx.doi.org/10.1136/bmj.324.7341.805/a.

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21

FINKELSTEIN, JOEL B. "FDA Losing Credibility With Public, Own Staff." Ob.Gyn. News 41, no. 18 (2006): 28. https://doi.org/10.1016/s0029-7437(06)72163-2.

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22

Kurnia, Kurnia. "PERBEDAAN PERSEPSI TENTANG KARIER DI KANTOR AKUNTAN PUBLIK ANTARA MAHASISWA DAN STAF KANTOR AKUNTAN PUBLIK." EKUITAS (Jurnal Ekonomi dan Keuangan) 13, no. 2 (2017): 202. http://dx.doi.org/10.24034/j25485024.y2009.v13.i2.2136.

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The objective of this study is to examine the perception differences about a career in accounting firms between students and staffs in public accounting. It was hypothesized that there was a significant difference between student expectations about career in accounting firms and the experiences of CPA firm professionals. The survey was conducted to collect information on the differences between the job expectations of accounting students and the actual work experiences of accounting staff. To evaluate the differences between the two groups, t-tests was performed.The results indicate few signif

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23

Kurnia, Kurnia. "PERBEDAAN PERSEPSI TENTANG KARIER DI KANTOR AKUNTAN PUBLIK ANTARA MAHASISWA DAN STAF KANTOR AKUNTAN PUBLIK." EKUITAS (Jurnal Ekonomi dan Keuangan) 13, no. 2 (2018): 199–218. http://dx.doi.org/10.24034/j25485024.y2009.v13.i2.294.

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The objective of this study is to examine the perception differences about a career in accounting firms between students and staffs in public accounting. It was hypothesized that there was a significant difference between student expectations about career in accounting firms and the experiences of CPA firm professionals. The survey was conducted to collect information on the differences between the job expectations of accounting students and the actual work experiences of accounting staff. To evaluate the differences between the two groups, t-tests was performed.The results indicate few signif

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24

International Monetary Fund. "New Zealand: 2012 Article IV Consultation: Staff Report; Staff Supplement; Public Information Notice." IMF Staff Country Reports 12, no. 132 (2012): 1. http://dx.doi.org/10.5089/9781475504125.002.

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25

King, Sandie, David McMenemy, and Alan Poulter. "Effectiveness of ICT training for public library staff in the UK: staff views." Electronic Library 24, no. 2 (2006): 265–76. http://dx.doi.org/10.1108/02640470610649281.

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26

Wei Chong, Chin, Yee Yen Yuen, and Geok Chew Gan. "Knowledge sharing of academic staff." Library Review 63, no. 3 (2014): 203–23. http://dx.doi.org/10.1108/lr-08-2013-0109.

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Purpose – The aim of this study is to build upon Jain et al.'s (2007) work by investigating the knowledge-sharing barriers and strategies of academic staff in public and private universities in Malaysia which have received relatively little research attention to date. Design/methodology/approach – A survey of 502 questionnaires was collected on both public and private universities in Malaysia. Data were analysed using SPSS. Findings – The overall findings show that private universities are more effective and are more willing to share knowledge. Linking knowledge sharing with non-monetary rewar

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27

Puorideme, Dennis. "We Are Not “Newly Appointed Staff”." Communication & Language at Work 8, no. 2 (2022): 45–62. http://dx.doi.org/10.7146/claw.v8i2.135114.

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In contemporary societies, corporate organisations’ discourses are progressively colonising the everyday practices of individuals or collectives in organisational settings. In Ghana, the government mobilizes state institutions’ technologies for colonising the everyday practices of staff and management of public university organisations. One of such state institutional technologies and practices is the state’s migration of university staff onto the government mechanized payroll. The question is, how do state institutions colonize and control the everyday management practices of public universit

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28

Muller, Maura. "New York Public Library Volunteers." Bibliothek Forschung und Praxis 45, no. 1 (2021): 49–53. http://dx.doi.org/10.1515/bfp-2020-0107.

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Abstract From the early 1970’s to the present, this article explores the history of the New York Public Library volunteer program and explains how past volunteer initiatives have not only continued to support the Library’s mission but have created many staff led departments that still exist today. Volunteers help the library to support staff efforts to serve New Yorkers and the larger world.

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29

ODEH, PAUL, and LEONARD SHAIBU. "THE PRACTICE OF ADMINISTRATIVE PRINCIPLES BY PRINCIPALS FOR EFFECTIVE JOB PERFORMANCE AND JOB SATISFACTION AMONG SECONDARY SCHOOL STAFF IN KOGI EAST EDUCATION ZONE-NIGERIA." Asian Journal of Current Research 3, no. 1 (2018): 15–26. https://doi.org/10.5281/zenodo.1407883.

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The study investigated the practice of administrative principles by principals for effective job performance and job satisfaction among public secondary schools’ staff in Kogi east education zone of Kogi state - Nigeria. Two research hypotheses guided the study Descriptive survey research design was adopted for the study. The total of 208 public secondary schools in 9 local government areas in the zone formed the population of the study. A sample of 248 secondary school staff from nine (9) schools representing each local government was purposively selected for the study. Secondary School

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30

Fejoh, Johnson, Michael Boyede, and Abiola Sanusi. "Industrial Actors` Perceptions of Industrial Disputes in Public Universities." Izvestiya Journal of the University of Economics - Varna 65, no. 3 (2021): 344–59. http://dx.doi.org/10.36997/ijuev2021.65.3.344.

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There has always been serious concern about how industrial actors in public universities in Nigeria perceive industrial disputes as a means of enforcing collective agreements jointly reached and signed. A group may likely see industrial disputes as unnecessary and destructive while others may see it as a veritable tool for enforcing their labour rights. This study therefore examined the industrial actors’ (university management, academic staff and non-teaching staff) perception of industrial disputes in public universities in Southwest, Nigeria. Descriptive research survey design was adopted f

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31

Arnason, Holly Kristin, and Louise Reimer. "Analyzing Public Library Service Interactions to Improve Public Library Customer Service and Technology Systems." Evidence Based Library and Information Practice 7, no. 1 (2012): 22. http://dx.doi.org/10.18438/b8np6t.

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Abstract  Objective – To explore the types and nature of assistance library customers are asking library staff for in a large Canadian urban public library system. Methods – A qualitative study employing transaction logging combined with embedded observation occurred for three-day sample periods at a selection of nine branches over the course of eight months. Staff recorded questions and interactions at service desks (in person, by phone, and electronically), as well as questions received during scheduled and non-scheduled provision of mobile reference service. In addition to

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32

Mola, Belaynew Asrie, and Bedilu Yismaw Alemu. "The effect of staff competency on procurement efficiency in Ethiopian public universities." International Academic Journal of Business Management 05, no. 02 (2018): 120–26. http://dx.doi.org/10.9756/iajbm/v5i2/1810026.

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33

Njogu, Lynette Wambui, and Caroline Mutwiri. "Perception of Academic Staff on Knowledge Sharing Through Institutional Repositories in Public and Private Universities in Kenya." International Journal of Current Aspects 6, no. 3 (2022): 125–33. http://dx.doi.org/10.35942/ijcab.v6i3.283.

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Universities have established platforms through which their academic staff can share knowledge they have generated and acquired through research. These platforms are known as institutional or digital repositories. However, an examination of most repositories shows that academic staffs in some faculties have deposited more research findings than other faculties. Therefore, this study sought to establish the perception of academic staff towards knowledge sharing through institutional repositories in selected public and private universities. The study utilized the Knowledge-Sharing model by Cheng

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34

Grozdanić, Radmila. "STAFF RESTRUCTURING AT PUBLIC COMPANIES AND ENTREPRENEURIAL TOOLS." Tourism and hospitality management 12, no. 1 (2006): 119–30. http://dx.doi.org/10.20867/thm.12.1.10.

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Staff restructuring at public companies (an estimated 40% of Serbia’s 132,000 employees in public companies were made redundant in 2005) has a twofold impact: it raises the unemployment rate that is already worryingly high (34.7%) and it potentially creates new businesses with low sustainability prospects in the first three years as they are unprepared for long-term market positioning and high fiscal (73%) and parafiscal charges. The established practice of paying severance packages has failed to resolve the problem of unemployment in the long term, so good experiences of transition countries

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35

Yevtyshenko, H. I., and O. O. Moroz. "Staff Management in the Public Service: European Standards." Business Inform 11, no. 502 (2019): 362–67. http://dx.doi.org/10.32983/2222-4459-2019-11-362-367.

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36

Lindsey, Elizabeth W., Donald B. Yarbrough, and Thomas D. Morton. "Evaluating Interpersonal Skills Training for Public Welfare Staff." Social Service Review 61, no. 4 (1987): 623–35. http://dx.doi.org/10.1086/644482.

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37

Parys, Myriam. "Staff participation in the Belgian public sector reform." International Journal of Public Sector Management 16, no. 6 (2003): 446–58. http://dx.doi.org/10.1108/09513550310492094.

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38

Weber, Mark. "Support Staff Unions in Academic and Public Libraries:." Journal of Library Administration 17, no. 3 (1993): 65–86. http://dx.doi.org/10.1300/j111v17n03_05.

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39

Botlíková, Milena, Josef Botlík, and Klára Václavínková. "Deepening the Skills of Staff in Public Administration." Procedia - Social and Behavioral Sciences 106 (December 2013): 783–92. http://dx.doi.org/10.1016/j.sbspro.2013.12.090.

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40

Davies, Sarah R. "Research staff and public engagement: a UK study." Higher Education 66, no. 6 (2013): 725–39. http://dx.doi.org/10.1007/s10734-013-9631-y.

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41

Bana, Benson, and Willy McCourt. "Institutions and governance: public staff management in Tanzania." Public Administration and Development 26, no. 5 (2006): 395–407. http://dx.doi.org/10.1002/pad.423.

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42

FINKELSTEIN, JOEL B. "FDA Is Losing Credibility With Public, Own Staff." Cardiology News 4, no. 10 (2006): 22. https://doi.org/10.1016/s1544-8800(06)70918-6.

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43

Bhebhe, Sithulisiwe, and Cosmas Maphosa. "Examining Staff Members’ Views on Staff Retention Practices in a Public Higher Education Institution." Journal of Sociology and Social Anthropology 7, no. 2 (2016): 84–91. http://dx.doi.org/10.1080/09766634.2016.11885704.

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44

Artini, Komang, I. Ketut Suarjana, and I. Putu Ganda Wijaya. "Relationship between Implementation of Public Health Center Management, Work Commitment and Quality of Medical Services in Public Health Centres, Karangasem, Bali." Public Health and Preventive Medicine Archive 4, no. 1 (2016): 35–41. http://dx.doi.org/10.53638/phpma.2016.v4.i1.p07.

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Background and purpose: Quality of health services in the public health centers in Karangasem remain a public health concern. Preliminary findings indicated there was a problem regarding implementation of health center management and working commitment of staff. This study aims to determine the association between quality of medical services, the implementation of health centre management and working commitment of staff. Methods: Study was cross-sectional among 61 doctors and nurses at 12 public health centres who were selected purposively. Data were collected from February to March 2015 using

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45

Mahlangabeza, Luyolo. "Retention of Public Service Rehabilitation Staff: An Emperical Study." Mediterranean Journal of Social Sciences 13, no. 4 (2022): 62. http://dx.doi.org/10.36941/mjss-2022-0032.

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Human Resources Management (HRM) processes, working conditions and leadership have attracted the attention of researchers and practitioners due their importance for organisations. The study investigated the influence that HRM processes, working conditions and leadership have on retention of public service rehabilitation staff in South Africa. A quantitative research approach was adopted by distributing 82 self-constructed questionnaires of which 51 were returned. The results of the study found that HRM processes were significant and positively (r = 0.67, p < 0.05) related to staff retention

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46

Adelugba, Iyabode Abisola. "Comparative Effect of Moonlighting on Job Commitment, Retention and Satisfaction Between Academic Staff and Medical Doctors in Nigeria." British Journal of Management and Marketing Studies 6, no. 2 (2023): 36–50. http://dx.doi.org/10.52589/bjmms-i0fdcahc.

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This study deals with the effect of moonlighting on job commitment, retention and satisfaction between academic staff and medical doctors of public institutions in Southwest Nigeria. Data were analysed through t-test, and multivariate analysis of variance (MANOVA). Evidence from MANOVA test indicates that moonlighting has a significant effect on the dependent variables of job commitment, retention and satisfaction respectively with comparative effect of 11% for academic staffs, 4% for medical doctors and 7% for the combined effect on academic staff and medical doctors respectively. Conclusions

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47

Kyambade, Mahadih, Joshua Mugambwa, Regis Namuddu, Afulah Namatovu, and Godwin Kwemarira. "Staff Commitment in Ugandan Public Universities: Does Servant Leadership Matter?" SEISENSE Business Review 4, no. 1 (2024): 29–43. http://dx.doi.org/10.33215/6h3x1822.

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This study investigates how staff commitment in Uganda's public universities is impacted by servant leadership. In many organizational contexts, servant leadership a leadership philosophy that puts the needs of the team first and motivates leaders to serve their staff has been gaining traction. Empirical research on its impact on staff commitment in Ugandan public universities is limited, despite its potential advantages. By examining whether and how servant leadership impacts staff commitment in the education sector, this study seeks to close this knowledge gap. The results of this study may

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48

Adissu, Ketemaw (MA). "Assessment of Factors Affecting Public Procurement Performance in Case of Wollega University." International Journal of Arts and Social Science 3, no. 3 (2023): 13–25. https://doi.org/10.5281/zenodo.7720922.

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The purpose of the study was to assess factors affecting public procurement performance in case study of Wollega University. Specifically, the study examine the variables supplier management, staff competency and inventory management that affect the performance of public procurement. The study was used an explanatory design of research. The study employed stratified with simple random sampling technique to select the respondents. The sample size of the study is 276 respondents from academic and administrative staffs who currently working at Wollega University. Questionnaire and interview as a

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49

Ibrahim, Adamkolo Mohammed, and Muhammad Nura Nguru. "PUBLIC RELATIONS AND EMPLOYEE PERFORMANCE IN NIGERIAN INSTITUTIONS OF HIGHER LEARNING." INFORMASI 48, no. 2 (2018): 267–79. http://dx.doi.org/10.21831/informasi.v48i2.21972.

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Organizations’ internal publics, which generally comprises two categories of personnel, namely management staff and employees constitute some of the key elements that contribute toward realizing the goals and objectives of the organization. However, unlike non-academic organizations, institutions of higher (academic) learning have two additional categories of internal publics — academic staff and students. This makes such institutions a bit unique. Public relations (PR) as a management function and tool is utilized by the management between itself and all categories of internal publics to faci

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50

Habiby Vatan, Maryam, Mahvash Noorbakhsh, Parivash Nourbakhsh, and Shokoh Navabi Nejad. "The Effect of Physical Activity on Resiliency and Productivity and Reducing Staff Absence Based on Public Health of University’s Female Staff." PODIUM Sport, Leisure and Tourism Review 6, no. 2 (2017): 294–309. http://dx.doi.org/10.5585/podium.v6i2.231.

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