The debate on the effect of work environment on job satisfaction is very inconclusive. Most of the existing literature has focused on either the developed economy or job satisfaction and other variables other than the dimensions of the work environment. To fill the contextual and conceptual gap this study examined the effect of dimensions of work environment on job satisfaction among public sector workers in a developing economy. The study used the quantitative method and positivist philosophical viewpoint but specifically, the explanatory design was used to guide the study. A structured questionnaire was used for data collection and data analysis was done by partial least square modelling. The study found that the three dimensions of work environment such as physical, psychological and administrative work environment had a significant relationship with job satisfaction among public workers in a developing economy. It was recommended that the management of public sector organisations should improve upon the psychological, physical and administrative work environment to ensure job satisfaction among their workers. 

While there has been much discussion about the large infrastructure needs in Asia and the Pacific, less attention has been paid to public expenditure efficiency in infrastructure services delivery. New constructions are not the only solution, especially when governments have limited capital to invest. Globally, new infrastructure projects face delays and cost overruns, leading to an inefficient use of public resources. The root causes include the lack of transparency in project selection, the lack of project preparation, the silo approach by public entities in assessing feasibility studies, and the lack of public sector capacity to fully develop a bankable pipeline of projects. To tackle these issues, governments need a smarter investment approach and to do so, enhancing public service efficiency is very crucial. The paper suggests a “whole life cycle” (WLC) approach as the main strategic solution for the discussed issues and challenges. We expand the definition of WLC to include the entire life cycle of the infrastructure asset from need identification to its disposal. The stages comprise planning, preparation, procurement, design, construction, operation and maintenance, and disposal. This is because we believe any efficient or inefficient decision throughout such a wide life cycle influences the quality of public services. Hence, in this holistic approach, infrastructure life cycle consists of four phases: planning, preparation, procurement, and implementation. Governments could enhance public efficiency and thus improve access to finance throughout the WLC by several solutions. These are (i) preparing infrastructure master plan and pipelines and long-term budgeting during the planning phase; (ii) establishing framework and guidelines and improving governance during preparation phase; (iii) promoting standardization, transparency, open government, and contractual consistency during the procurement phase; and finally (iv) continued role of government and total asset management during the implementation phase. In addition to these phase-specific means, key WLC solutions include proper use of technology, capacity building, and private participation in general and public-private partnership (PPP) in particular.

The study’s purpose is to investigate the relationship effect of innovation on online organizational learning applications and employees’ engagement in the Jordanian public sector. Quantities and descriptive analytical approach were used, and the population was covered (10) Jordanian public departments in Amman capital. Convenience method was used, which covered all departments’ managers and assistances in the Jordanian public services department’s headquarters, with (284) employee. Electronic survey set used. The SPSS-V20 and AMOS-V24 were used for hypotheses statistical analysis testing. The study found a significant impact of online organizational learning applications in its dimensions (Zoom, Teams, Goto Meeting, and Google Meet) on employee’s engagement, and a significant relationship of innovation between online organizational learning applications and employee’s engagement in Jordanian public services departments. The study contributions show that employees are willing to engage with their occupied work to achieve work goals, and to control over of how they undertake the employees career development, empowerment, communication skills, and work completion competences. The study implications for organizations management to conduct more future studies concerning online organizational learning applications by other dimensions as well as social media and other digital workshop and training in different organizations environments.

This paper provides a concise historical analysis of the political economy of privatization in Algeria, Morocco, and Tunisia from the 1980s to 2007, a period that witnessed the emergence of privatization as a primary policy tool to reform the public sector. The paper examines the influence of political history, macroeconomic considerations, and International Development Agencies (IDAs) on the early privatization processes in these North African countries. Despite shared developmental trajectories, internal and external factors had a significant impact on the outcomes of economic liberalization. The paper aims to answer the following key questions: What were the underlying political-economic factors driving privatization, and how successful was it in achieving the promised economic growth? Through a focused analysis of each country’s contextual factors, privatization processes, and outcomes, the paper contributes valuable insights into the nuanced dynamics shaping privatization in developing countries.

This study investigates the multifaceted challenges and barriers to implementing public auditor recommendations in Ghana’s public sector over an eighteen months period, aiming to enhance governance and accountability. Utilizing a qualitative research approach, the study involved semi-structured interviews with key stakeholders, including officials from the Ghana Audit Service, government ministries, and civil society organizations. The findings reveal a complex interplay of organizational, political, and attitudinal factors that impede effective implementation. Key challenges identified include the lack of clear implementation plans, insufficient resources, weak political commitment, and a pervasive culture of mistrust towards audit recommendations. The research underscores the necessity for a comprehensive and holistic approach to address these barriers, advocating for strengthened political leadership, enhanced accountability mechanisms, and improved stakeholder coordination. Additionally, fostering a sense of ownership and buy-in among implementation stakeholders is crucial for successful reform. The study contributes valuable insights into the systemic issues affecting public sector governance in Ghana and offers practical recommendations for overcoming the identified challenges, ultimately aiming to empower citizens and enhance governmental accountability. By addressing these barriers, the research highlights the potential for transformative change in the governance landscape of Ghana’s public sector.