Cutting down on the services or charging more taxes from citizens are regarded as traditional solutions to the increased constraints of resources in the public sector. Ensuring a more responsive delivery of service, public managers are expected to get more results with fewer resources. This paper argues that entrepreneurship in delivery of service remains a potential avenue as an alternative option to resolve inadequate government performance. This study highlights the utility of public entrepreneurship in improving the delivery of public service. The main objectives of this study are twofold: to find out the key factors of entrepreneurship in the delivery of service in the public sector organizations and to propose policy measures for managerial and administrative reforms in improving entrepreneurial behavior in the public service.
The design of this study was both descriptive and quantitative and employed case study. The sample size of 100, randomly selected covered members of the Board PCK, the management PCK, the public sector contracting secretariat, and employees of the PCK. Stratified random sampling was used for this study. A convenient and manageable sample size of 100 was identified for the study. The study was based on data gathered from a random sample consisting of thirty six (36) officials in the Postal Corporation of Kenya (PCK) a public sector organization. Officers at the managerial level were selected from postal corporation centers in Nairobi and other field centers in Kenya. The research utilized a structured questionnaire using Likert scales. Secondary data collection was deployed in collecting data. This method was used to get the background and statistics of what has been happening in PCK in regard to the variables understudy.
The study found out that PCK had made efforts to improve on the work methods developed by workers. Work methods that originate from the workers would improve work performance because they would be wholly embraced. The efforts made by the workers to implement new ideas of innovation were not accepted. The management is aware of and very receptive to ideas and suggestions from workers. The study shows that there is a hindrance in that information is not communicated effectively to the relevant stakeholders. This may significantly affect the impact of the Corporation’s effort towards adopting entrepreneurial skills.
For an idea to be put into practice, finance is a major player. Lack of finance would mean that the idea is not implemented. As per the study the majority of the staff agree that finance is availed for the innovative projects, but the higher percentage of those who disagree weakens PCK willingness to adopt new ideas, hence low adoption of entrepreneurial skills. Recognition of individual risk takers for their willingness to champion new projects is not recognised by the organization. Whether the new projects are successful or not, the employees are not taken seriously. Innovation at PCK is insignificant and as such adoption of entrepreneurial skills at the corporation is low.
The study made the following recommendations; For the growth of the organization it is proper that practical communication channels are established. Finance is important for adoption of entrepreneurial skills. There needs to be finance to implement innovation. The organization should set aside enough funds for this. This would help enhance communication in the organization for the smooth flow of ideas, expected work performance and motivation to the employees. Appraisals would be done and results provided with relevant rewards or reprimand if need be. The organization should also try to restructure. New ideas and new work methods are important for it to remain relevant. It is important for it to make use of its unique feature. Liaison with other Postal Corporations in the world in order to know how they have embraced the advancement in technology w
Aldrich, H. and M. Fiol C.(2005) Competition and Innovation: An Inverted-U Relationship.
Quarterly Journal of Economics
Beckett, J 2000. The government should run like a business mantra, American Review of
Public Administration
Bennington, L & Cummane, J 2000. The road to privatization: TQM and business planning,
International Journal of Public Sector Management.
Borins, S. (1998a). Innovating with integrity: How local heroes are transforming American
government. Washington, DC: Georgetown University Press.
Boyne A. & Walker (2010). Strategy Content and Public Service Organisation
Bozeman, B. (2007). Public values and public interest: Counterbalancing economic
individualism. Washington, DC: Georgetown University Press.
Cohen, S., & Eimicke, W. B. (2000). Trends in 20th century United States government ethics.
International Journal of Organization Theory and Behavior
Damanpour, F., & Schneider, M. (2009). Characteristics of innovation and innovation adoption
in public organizations: Assessing the role of managers. Journal of Public
Administration Research and Theory
Drucker, P. (1985). Innovation and entrepreneurship. New York, NY: Harper & Row
Eesley, Charles E.(2010). Changing entrepreneurial strategies to developing capitalist
Institutions: a look at Chinese technology entrepreneurs
Goodsell, C. T. (1993). Reinvent government or rediscover it. Public Administration Review
Haque, M S 2001. The diminishing publicness of public service under the current mode of governance, Public Administration Review
Hoskisson, R. E. (2004) The Institutional Effects on Strategic Alliance Partner Selection in
Transition Economies: China vs. Russia." Organization Science
Hughes. O E 1998. Public Management & Administration. 2nd ed, London:MacMillan.
IBM (2010) Postal Corporation of Kenya: Strategic directions for a new era
Jaconelli, A & Sheffield, J 2000. Best value: changing roles and activities for human resource
managers in Scottish local government, The International Journal of Public Sector
Management
Llewellyn, N., & Jones, G. (2003). Controversies and conceptual development: Examining
public entrepreneurship. Public Management Review
Morris, M.H. & Jones, F.F. (1999). Entrepreneurship in established organisations: the case of
the public sector’ in Entrepreneurship Theory and Practice, No.Fall, Thelley Publications.
Osborne, D & Gaebler, T.1993. Reinventing Government: How the Entrepreneurial Spirit is
Transforming the Public Sector, Ringwood: Penguin Books.
Panneerselvan, R. (2006). Research Methodology. New Delhi Print: Pack Publishers
Pollitt, Christopher (2004), Theoretical Overview, in C.Pollitt and C.Talbot (eds.), Unbundled
Government. A Critical Analysis of the Global Trend to Agencies, Quangos and
Contractualisation, Routledge Studies in Public Management, Routledge
Schumpeter, J. A. (1934). The theory of economic development. Boston, MA: Harvard
University Press
Terry, L. (1998) Administrative Leadership, Neo-managerialism, and the Public Management
Movement. Public Administration Review.
Tolbert P. S, Haveman H. A, and Sine, W. D.(2010) Organizational endowments and the
performance of university start-ups. Management Science,
Copyright: © 2014 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode