Ο ρόλος της στρατηγικής, της διαχείρισης γνώσης, της εκπαίδευσης και της ηγεσίας στην οργανωσιακή δέσμευση, ως απαραίτητο στοιχείο για τον μετασχηματισμό του δημοσίου τομέα : η Γενική Γραμματεία Ψηφιακής Διακυβέρνησης
The role of strategy, knowledge management, training and leadership in organizational commitment, as a necessary element for the transformation of the public sector : the Secretariat General For Digital Governance
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Keywords
Στρατηγική δημόσια διοίκηση ; Στρατηγικός προγραμματισμός ; Διαχείριση γνώσης ; Εκπαίδευση ; Ηγεσία ; Οργανωσιακή δέσμευση ; Μετασχηματισμός δημοσίου τομέαAbstract
Purpose: The rapid digital transformation of the Greek public sector in the last four years is almost unique in Europe. This pace is expected to accelerate in the coming years, as the added value for citizens, businesses and the public sector has been perceived by the executives of public institutions. Behind the rapid implementation of digital transformation are also the executives of the Secretariat General for Digital Governance (GSDG), who design and coordinate policies and actions related to the digital transformation of the country, with the relevant entities involved. Consequently, the purpose of this thesis is to explore the role of Strategy, Knowledge Management, Training and Leadership, in Organizational Commitment, as a necessary element for the transformation of the Public Sector. In addition, demographic factors (age, gender, education level, experience) are also examined in relation to Organizational Commitment.
Design/methodology/approach: Data were collected from the executives of the Secretariat General for Digital Governance, through questionnaires sent in electronic form, divided into five sections for each variable. Then descriptive analysis was applied and for the examination of the research questions, inductive analysis was applied, with Cronbach's alpha reliability coefficient.
Findings: According to the collected data sample, Organizational Commitment is statistically significantly correlated with all the individual scales. More specifically, it is strongly positively correlated with Strategic Planning, and Training, moderately and positively correlated with the Knowledge Management scale and weakly to moderately correlated with the Leadership scale. The regression model with these four independent variables explains 39.0% of the variability of Organizational Commitment. The joint study of the four variables showed that three of them contribute significantly to the prediction of the dependent variable: a) Strategic Planning, b) Training, and c) Leadership. No statistically significant effect of Knowledge Management was found. In contrast, levels of Organizational Commitment did not significantly differ by gender, educational level, age, or years of service.
Practical implications: Public sector policy makers are strongly advised to implement Strategic Planning, Knowledge Management and Training Strategies as well as effective Leadership models - styles in order to enhance Organizational Commitment and consequently, based on the literature, the performance of public sector staff, laying the foundations for the transformation of the public sector.
Originality/value: First, the association of the four variables with Organizational Commitment in the Greek public sector have not been studied before. Second, the collection of data from the executives of Secretariat General for Digital Governance, a newly established organization that has gathered human resources with proven performance and with multiple educational backgrounds, constitutes an extremely interesting case for study, for the Greek Public Sector and more broadly. Thirdly, studies of Knowledge Management strategies in the Greek public sector have hardly been implemented. Finally, this paper extends the literature on Organizational Commitment in the public sector and could be a toolkit for enhancing Organizational Commitment of employees through Strategic Management, Knowledge Management, Training and Leadership. for the consequent enhancement of their performance and the broader transformation of the public sector.