Gender, public management and organizational performance: evidence from Indonesian public schools

Abstract

Significant progress has been made to support the positive management-performance link as well as the important role of gender in public management. However, little is known if the current body of knowledge is applicable to developing countries. To fill this gap, this study investigates impacts of school principals’ management functions (managing upward, downward, and outward), and their gender, on school performance in the context of Indonesian public schools. Different findings, compared to the current knowledge accumulated in developed countries, suggest that different approaches to understanding and managing public organizations in developing countries are needed.

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Notes

  1. 1.

    They measured managing upward based on the frequency of superintendents’s interaction with the school board members (ranging from 0 to 6).

  2. 2.

    They measured managing downward by asking how frequently superintendents interacted with the school principals (ranging from 0 to 6).

  3. 3.

    Not all studies find positive association between networking and performance (see O'Toole and Meier 2004).

  4. 4.

    Source: OECD Library, available at http://goo.gl/TXjjif. Accessed on September 26, 2013.

  5. 5.

    Source: International Labour Organization and Asian Development Bank, available at http://goo.gl/WuLH5Q. Accessed on September 26, 2013.

  6. 6.

    “World Bank and Gender in Indonesia,” accessed October 21, 2014. http://web.worldbank.org/WBSITE/EXTERNAL/COUNTRIES/EASTASIAPACIFICEXT/0,,contentMDK:23192849~pagePK:146736~piPK:146830~theSitePK:226301,00.html.

  7. 7.

    In the U.S. secondary schoools, women are majority at the teacher level, but at the principal level, men are still majority, which is similar composition to Indonesian schools (Gates et al. 2003).

  8. 8.

    The mean is 7.20 with standard deviation of 0.80.

  9. 9.

    The model with a lagged variable shown in 1 has 0.742 of adjusted R-squared while a model without a lagged variable has 0.112 of adjusted R-squared. It indicates how influential the lagged variable is.

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Acknowledgements

This article is a modified version of Suhaeniti’s master’s thesis. Suhaeniti appreciates Sangyub Ryu for his advice on her thesis and faculty members of International University of Japan for their full supports.

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Correspondence to Sangyub Ryu.

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Suhaeniti, Ryu, S. Gender, public management and organizational performance: evidence from Indonesian public schools. Qual Quant 53, 1587–1609 (2019). https://doi.org/10.1007/s11135-018-0828-0

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Keywords

  • Public management
  • Gender
  • Performance
  • Public school
  • Indonesia