What's wrong and what should be done? Comments on the case study

Article Abstract:

Five university professors and a public official share their views and opinions on a public management case involving the resolution of a city's million-dollar deficit. Their comments dwell on what does and does not need to be done, as well as the options available to the city manager, in addressing the situation. Some of their proposed solutions to the problem at hand include encouraging the city council into taking special action to meet the present shortfall and utilizing a leadership philosophy that underscores the importance of bringing people together in making vital changes in the city.

Municipal Govt Finance, Budget deficits

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Public officials' attitudes toward subjective performance measures

Article Abstract:

The performance measurement system conventionally used by government officials in conducting agency appraisal must be modified. Such a need may be explained by the tendency of government officials to be subjective in gauging public service. Subjective standards allow them to efficiently correlate public-related goals with the agency's operational processes. However, subjective measuring may not always be accurate in several aspects of public administration, particularly in finance allocation.

Public Administration, Evaluation, Civil service, Public officers, Government officials

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The relationship between job satisfaction and performance: the case of local government finance officers in Ohio

Article Abstract:

Survey results indicate that there is a positive correlation between the professionalism of local government finance officers and a global measure of job turbulence and job satisfaction. Generally speaking, professionals are dissatisfied with their organizational output and their extrinsic rewards. Ohio finance officers participated in the survey.

Public Finance-State & Local, Political aspects, Ohio

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