Public Entrepreneurship and Delivering Public Services Effectively: A Study in Public Organizations in Galle District, Sri Lanka

Abstract

There are three major sectors contribute to national economy: the private sector, the social or non-profit sector, and the public or government sector. Due to their extreme mutual dependency, the effectiveness in combined functionality of these three sectors significantly determines the economic performance of a country. This kind of uplifted economic performance will contribute to better living standards and reputation as a recognized nation within the global community. In comparison with many economies in the world, the economic and social indicators have proved that the performances of above three sectors in Sri Lanka need still to be improved. This research study argues that entrepreneurship in delivery of services remains a potential avenue as an alternative option to resolve incompetent government performances. The main objective of this study is to find out the factors affecting the attitudes of Administrative Employees to promote “Public Entrepreneurship” within the public sector organizations in Galle District, Sri Lanka. The study is based on data gathered from eighty seven officials attached to the Sri Lankan Administrative Service in the public sector organizations in Galle District. Officers at the managerial level have been specifically chosen from central administration, field administration, provincial administration, local governments and public corporations. The correlation and regression analysis results suggest that public manager’s managerial skills (human and conceptual skills), managerial autonomy, performance based reward systems are positively associated with entrepreneurship in the delivery of service in public sector organizations. Based on the research findings, the study proposes managerial and administrative reforms to ensure entrepreneurship behavior in the public sector organizations in Sri Lanka.

Keywords: Entrepreneurship, Effective Public Service, Managerial Skills, Managerial Autonomy, Performance Based Reward System

JEL Classification: L26