roles of e-government in enhancing good governance...
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ROLES OF E-GOVERNMENT IN ENHANCING
GOOD GOVERNANCE OF PUBLIC SECTOR
ORGANIZATIONS IN PAKISTAN
Sirajul Haque Kandhro
A Dissertation Submitted in Partial
Fulfillment of the Requirements for the Degree of
Doctor of Philosophy (Development Administration)
School of Public Administration
National Institute of Development Administration
2011
ABSTRACT
Title of Dissertation Roles of e-Government in Enhancing Good Governance of
Public Sector Organizations in Pakistan
Author Sirajul Haque Kandhro
Degree Doctor of Philosophy (Development Administration)
Year: 2011
This research study is aimed to investigate the roles of e-Government in
enhancing the good governance capability of public organizations. The study has
focused on public organizations where e-government technology is deployed for
improving functional efficiency and effectiveness towards good governance. In 2002,
the Government of Pakistan with the aim of modernizing public organizations
established the Directorate of e-Government. Since its inception, it has deployed
number of e-government projects in various public organizations with the aim of
improving their functional efficiency, accountability, transparency, coordination, and
rule of law.
The research study thoroughly appraises the literature related to the
application of information technology (IT) in government organizations in various
developed and developing countries. The literature review also discusses the
contribution of e-government technology towards the improvement in governance of
developing countries.
Good governance has been measured using assessment methods introduced by
the United Nation Development Program in the Urban Governance Initiatives
(UNDP-TUGI). The study has applied this assessment method in analyzing the roles
of e-government technology in enhancing the good governance of public sector
organizations.
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The research study has targeted the specific population of public organizations
using e-government technology for the purpose of improving their functional
efficiency and effectiveness. The study primarily uses a quantitative research
methodology supplemented by a qualitative research approach. The survey
investigated eight public organizations. The data is collected using a “Good
Governance Evaluation Form” and a semi-structured interview conducted with e-
government managers in the related organizations.
It is concluded from the research findings that since the deployment of e-
government technology in the public organizations, it has enhanced 61% level of
effectiveness in the Government-to-Government (G2G) e-government organizations,
59% level of good governance effectiveness in the Government-to-Business (G2B) e-
government organizations, and 52% level of good governance effectiveness in the
Government-to-Citizen (G2C) e-government organizations. According the
measurement scale of Good Governance, the above results demonstrate the moderate
level of enhancement in good governance.
Moreover, the researcher analyzed the overall enhancement of good
governance in the public sector organizations. It was found that e-government
technology has brought overall 57% level of enhancement in the good governance of
the public organizations. According to the measurement scale of good governance, it
is considered a moderate level of enhancement. This level of enhancement
demonstrates that more effort and commitment is required from the government to
enhance good governance at the good level of enhancement.
Finally, the researcher has proposed a framework of various issues, which are
essential to the improvement in good governance of the government organizations.
Furthermore, the study presents three types of recommendation as a guideline for top-
level management of the government to reap the real benefits derived from e-
government technology for the improvement of good governance capability of the
public organizations.
ACKNOWLEDGMENT
I would like to extend my wholehearted appreciation to my mentor Dr. Pairote
Prathranarakul, who always devoted his times for consult and substantive develop my
knowledge during dissertation work. His valuable guidance and support throughout
the dissertation work have made me capable of completing my PhD dissertation.
I would also like to acknowledge and thank co-supervisor Associate Professor
Dr. Boon-anan Phinaitrup, for her assistance and encouragement in carrying out
dissertation work. I am also grateful to Professor Supachai Yavaprabhas, who has
provided me valuable consultation on the dissertation work.
My gratitude goes to all Professors of International PhD program who have
delivered intensive knowledge and inspiration to understand the research process and
carrying out research work in right direction to complete the PhD work. I also
acknowledge the support and cooperation of staff of International PhD program,
which always have helpful and supportive in scheduling the classes and meetings for
completing the PhD coursework and dissertation work.
I will also like to extend my gratitude to Professor Dr. Nazeer Mughal, Vice
Chancellor of University of Sindh, Jamshoro, for his support and encouragement,
which helped me during the culmination in the last part of my PhD dissertation work.
In addition, I would like to offer my gratitude to my Late Mother, she has always
prayed for my success and completion of this daunting task of PhD.
Sirajul Haque Kandhro
March, 2012
TABLE OF CONTENTS
Pages
ABSTRACT iii
ACKNOWLEDMENTS v
TABLE OF CONTENTS vi
LIST OF TABLES ix
LIST OF FIGURES x
ABBRIVIATIONS xii
CHAPTER 1 INTRODUCTION 1
1.1 Background 1
1.2 Statement of the Problem 4
1.3 Objectives of Research 6
1.4 Scope of Study 6
1.5 Limitations of Study 7
1.6 Benefits of Study 7
CHAPTER 2 LITERATURE REVIEW 8
2.1 Overview of Public Organization 9
2.2 Major Components of Public Organizations 10
2.3 Paradigm Shifts in the Public Sector Organizations 13
2.4 Contingency View of Organization 16
2.5 Introduction to E-Government Technology 22
2.6 Main Phases of E-Government Services 26
2.7 Governance and Good Governance 27
2.8 Measurement of Good Governance 32
2.9 IT for the Good Governance 34
2.10 E-Government and Good Governance 35
2.11 Pakistan Country Profile 41
vii
2.12 E-Government Initiatives in Pakistan 47
2.13 E-Government Drivers and Benefits 53
2.14 Conceptual Framework 57
2.15 Relationships between the Variables 59
2.16 Hypotheses 61
CHAPTER 3 RESEARCH METHODOLOGY 62
3.1 Introduction to Research Methods 62
3.2 Units of Analysis 63
3.3 Operational Definitions 63
3.4 Population and Sampling 65
3.5 Scale Construction 66
3.6 Research Validity 67
3.7 Research Reliability 68
3.8 Data Collection 69
3.9 Data Analysis 73
3.10 Measuring of E-Government 74
3.11 Measuring of Good Governance 77
CHAPTER 4 DATA ANALYSIS AND RESEARCH FINDINGS 79
4.1 Descriptive Analysis 80
4.2 Analysis of Good Governance 82
4.3 Comparative Analysis of Good Governance Indicators 88
4.4 Enhancement in each Indictor of Good Governance 90
4.5 Good Governance Enhancement in E-Government 92
Organizations
4.6 Research Findings 93
4.7 Analysis of E-Government 103
4.8 Qualitative Research Findings 104
CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS 112
5.1 Summary 112
5.2 Overall Enhancement in Good Governance 115
5.3 Proposed Framework 117
5.4 Recommendations 120
viii
BIBLIOGRAPHY 122
APPENDICE 132
APPENDIX A E-Government Evaluation Form 133
APPENDIX B Good Governance Evaluation Form 136
APPENDIX C Interview Questionnaire Form 142
APPENDIX D Descriptive Statistics Results 144
BIOGRAPHY 154
LIST OF TABLES
Tables Pages
2.1 Paradigm Shifts in Public Service Delivery 14
2.2 Major Phases of E-Government Services 26
2.3 Classification of E-Government Projects Implemented 52
3.1 Operational Definition of Independent Variables 64
3.2 Operational Definition of Good Governance Indicators 64
3.3 Five Point Likert Scale 67
3.4 G2G E-Government Organizations 70
3.5 G2B E-Government Organizations 71
3.6 G2C E-Government Organizations 72
3.7 Categories of E-Governments Sectors and Services 75
3.8 Scale for Assessment of Good Governance Effectiveness 78
4.1 Descriptive Statistics of Data 80
4.2 Summary of Data 81
4.3 Analysis of G2G E-Government Organizations 82
4.4 Analysis of G2B E-Government Organizations 84
4.5 Analysis of G2C E-Government Organizations 86
4.6 Comparative Analysis of Good Governance Indicators 88
4.7 Total Enhancement in each Indicator of Good Governance 90
4.8 Good Governance Enhancement in each E-Government Sector 92
4.9 Levels of E-Government Categories of Services 103
4.10 World E-Government Development Ranking of the Countries 108
4.11 Levels of Online Services Delivery 110
5.1 Summary of Hypotheses Outcomes 114
5.2 Overall Enhancement in Good Governance 116
LIST OF FIGURES
Figures Pages
2.1 Contingency Factors and Structural Dimensions 18
2.2 Good Governance Indicators 29
2.3 Three Layered Structure of Government 42
2.4 Federal Government Structure 43
2.5 Provincial Government Structure 45
2.6 Local Government Structure 46
2.7 Scope of E-Government Initiatives 48
2.8 Organizational Structure of EGD 49
2.9 E-Government Model of Interaction 51
2.10 E-Government Drivers and Benefits 54
2.11 Research Model 57
2.12 Research Conceptual Framework 58
2.13 Variables Relationships of E-Government and Public Organization 59
2.14 Variables Relationships of E-Government and Good Governance 60
3.1 Indicators for the Measurement of E-Government 76
3.2 Indicators for the Measurement of Good Governance 77
4.1 Enhancement in G2G Organizations 83
4.2 Enhancement in G2B Organizations 85
4.3 Enhancement in G2C Organizations 87
4.4 Comparative Analysis of Indicators in E-Government 89
Organizations
4.5 Total Enhancement in each Indicator of Good Governance 91
4.6 Good Governance Enhancement in each E-Government Sector 93
4.7 Enhancement in Strategic Vision 94
4.8 Enhancement in Accountability 95
4.9 Enhancement in Efficiency 96
xi
4.10 Enhancement in Effectiveness 98
4.11 Enhancement in Transparency 99
4.12 Enhancement in Responsiveness 100
4.13 Enhancement in the Rule of Law 101
4.14 Enhancement in the Participation 102
4.15 Levels of E-Government Categories of Service 104
4.16 World E-Government Development Ranking of the Countries 109
4.17 Levels of Online Services Delivery 111
5.1 Overall Enhancement in Good Governance 116
5.2 Proposed Framework 117
ABBRIEVATIONS
Abbreviations Equivalence
CDI Citizen Participation Index
DCO Divisional Coordination Officer
DITO District Information Technology Office
EGD Directorate of Electronic Government
EMI Economic Management Index
G2B Government-to-Business
G2C Government-to-Citizens
G2G Government-to-Government
GDRC Global Development Research Centre
GOP Government of Pakistan
GQI Index of Governance Quality
HDI Human Development Index
HDR Human Development Report
ICT Information and Communication
Technology
NIC National Identity Card
PSDP Public Sector Development Program
SDI Social Development Index
SME Small and Medium Enterprises
TUGI Urban Governance Initiatives
UNDP United Nation Development Program
CHAPTER 1
INTRODUCTION
The first chapter of this dissertation provides a general introduction to
electronic government (commonly referred to as e-government) technology and
illustrates the transformation of the traditional form of government organizations to e-
government organizations. It also describes the definition of e-government and
provides a general introduction to the use of electronic technology in government
organizations. Moreover, this chapter describes the statement of problem, objectives
of the research, scope of the study, limitations of study, and benefits of the research
study.
1.1 Background
In this “Information Age” of the 21st century, governments worldwide are
facing the challenges of technological transformation and the need to reinvent
government systems to deliver efficient and cost effective services through
information and communication technology (ICT) to their stakeholders (McLean and
Tawfik, 2003).
The term “e-Government” refers to the use of information technology (IT) by
government agencies in a way that can transform relations with citizens, businesses
and other arms of government. These technologies serve a variety of different ends.
It simplifies delivery of government services to citizens and improves interaction
with business and industry. It facilitates citizen empowerment through access to
information and allows more efficient government management. ICT is one of the
key instruments that supported good governance by increasing transparency,
accountability and eventually helping to reduce the cost of government business
operations (Harris, 2000). IT empowers the public to participate actively in policy
formulation and help ensure transparent use of public funds (Sigdel, 2007).
2
IT simplifies the administration process by integrating various departmental
information systems and facilitates the performance of more effective functioning.
IT as a strategic tool helps public and private organization to perform functions
efficiently by integrating administrative processes and optimizing the available
resources.
IT can help an organization in many ways. First, it integrates all parts of the
organization to enable more control over its administrative operations, thus can
reducing an organization's operating costs. Second, IT helps to increase operational
efficiency by connecting and integrating all administrative processes so that
personnel use less time to perform tasks. Third, IT helps users to have more and
faster access to the information, which improves the time and information available
for decision-making. The modern advances in communication technologies and the
Internet provide opportunities to transform the relationship between Governments-
to-Government (G2G), Government-to- Business (G2B), and Government-to-
Citizens (G2C) in a new way, thus contributing to the achievement of good
governance goals. The use of IT can increase the broad involvement of the
government as well as citizens in the process of governance at all levels by providing
the possibility for on-line discussion groups and by enhancing the rapid development
of pressure groups (Batista, 2003).
The advantage for the government is that the e-government may provide
improved services and makes governance more efficient and more effective. In
addition, the transaction costs can be lowered and government services become more
accessible. The strategic use of IT can increase the transparency and accountability
of development processes and institutions, strengthening the engagement and
participation of citizens in national decision-making, enhancing access to key
information and knowledge resources and improving the delivery of basic services to
the overall population. e-Government is a cost-effective solution that improves
communication between government agencies and their constituents by providing
access to information and service online (Chen et al., 2006).
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e-Government is considered to be a useful tool for governments in providing
public services to main stakeholders, where there is a scarcity of resources and
where a country is gripped with the challenge of a large population. The emergence
of the Information Age has changed the ways people work, study and live (McLean
and Tawfik, 2003).
The influence of information globalization and the rise of the digital economy
have pressed governments to "reinvent" themselves to meet new expectations and
priorities of citizens and businesses. These dynamics are compelling many
governments to create a new vision for their relationships with businesses,
organizations and citizens, and bring about closer collaboration between the different
levels of governmental organizations, as well as to create a new organizational
structure to fulfill its mandate. e-Government can fulfill the mandate of government
by formulating a new vision of how governments view their citizens, employees and
businesses, and builds a citizen-centered, service-oriented, public-participative
government with an efficient, accountable, and transparent government system. IT
based online service is the most democratic and unbiased service system. It offers
equal opportunity to all races, genders, and ethnic groups (Backus, 2001).
e-Government technology breaks down geographical barriers and makes the
government’s services easily accessible to all citizens including those domiciled at
village level, who may not be connected by roads and opens for them many
opportunities (Ahmad, 2008). e-Government is deemed as a key instrument for
modernization and reforming government organizations. Today, governments,
especially those of developing countries, are facing continuous pressure to increase
their performance and adapt to the information society. Currently, many developing
countries are planning or implementing e-government technology projects in public
organizations. There is a growing need to understand how these projects can be
successfully managed to obtain the maximum benefit from e-government technology
and measure the impact on the performance of public organizations (McLean and
Tawfik, 2003).
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1.2 Statement of the Problem
Pakistan is a developing country striving to modernize its public organizations
with the objective of enhancing their performance and increasing their capability to
cope with the challenges arising at the national and international levels. Before the
adoption of e-government technology, the government was using the traditional
pattern of performing tasks and interacting with other organizations, businesses and
citizens. These traditional patterns were found to be ineffective in the provision of
government services. Pakistan, as a developing country, is facing the problem of a
scarcity of resources; and delivery of public services in an efficient manner to a
population of 187 million is beyond the capability of the government.
The government is unable to keep abreast of the issues facing citizens,
businesses, is unable to make timely decisions, or create viable policy to tackle
critical issue arising in the country. Consequently, public organizations are incapable
of creating close coordination between the various government agencies and their
stakeholders for achieving the desired objectives at the national level, i.e., political,
social and economical objectives, thus creating a wide communication gap and
interaction gulf between government and its main stakeholders.
This lack of communication and coordination and delayed exchange of
information between the government organizations and stakeholders has badly
affected the decision-making process and execution of various governmental tasks.
This situation results in a government incapable of establishing better governance.
In October 2002, the Government of Pakistan with the aim of modernizing
governmental organizations and improving their working efficiency and effectiveness
through the application of IT established the Electronic Government Directorate
(EGD).
5
The following are the main objectives of the e-government in Pakistan
formulated by E-Government Directorate organization:
1) Create accountability and transparency in the public sector.
2) Modernize public services and connect government with
institutions, citizens and stakeholders.
3) Communicate and work more effectively and efficiently.
4) Increase the responsiveness of the government sector in delivering
public services to citizens, industrial organizations, and civil society.
5) Reduce the cost of functioning and processing to government
organizations and simplify governmental procedures.
Since 2003, the EGD has developed a number of e-government projects
following the above-mentioned objectives and has implemented a number of projects
related to all forms of e-government, i.e., G2G, G2C, and G2B.
Instant communication between government organizations and the timely
exchange of information can enhance the capability of government to improve
governance with respect to its stakeholders, i.e., business organization and civil
society, and help reduce the cost of government operations.
Good governance has been one of the challenges for the Government of
Pakistan since independence. During the last decade, the numbers of e-government
projects carried out have been related to G2C, G2B and G2G. Since its inception,
EGD has carried out a number of e-government technology projects in the various
public organizations with aim of improving their functional efficiency, accountability,
transparency, coordination, and rule of law.
e-Government technology have been deployed in various public organizations
with the aim of increasing the capability of the government organizations to improve
good governance. Since its deployment, however, no research study has been
undertaken to evaluate its impact; therefore, it has become pertinent to evaluate the
roles of e-government technology in enhancing the governance capability of public
organizations.
6
This research study is conducted for evaluating the impact of e-government
technology on the functional efficiency and effectiveness of public organizations and
its contribution in enhancing their capability. The outcome of this research will help
e-government managers to make substantial initiatives to utilize IT effectively for
obtaining the goal of good governance.
1.3 Objectives of Research
The research study is aimed at analyzing the contribution of e-government in
enhancing good governance of public sector organizations in Pakistan. In this study,
“Good Governance” is understood to denote the interaction process between the
public organizations and their main stakeholders. The research study has following
objectives:
1) To examine the status of e-government technology in the public
organizations.
2) To identify the roles of e-government in enhancing the capability
of public organizations in delivery of services to stakeholders.
3) To analyze the contribution of e-government technology towards
good governance.
4) To propose a framework for enhancing good governance
capabilities of the public organizations.
1.4 Scope of Study
Since 2002, the EGD has implemented e-government technology in various
public organizations in different categories such as G2C, G2B and G2G. The research
study has focused on the contribution of e-government technology in enhancing the
capability of public organization to improve good governance. The research study
analyzes the affect of e-government technology in enhancing good governance
capability of public organizations. Research has been undertaken into three types of e-
governments (i.e., G2G, G2C, G2B) implemented in the various public organizations
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with the purpose of improving governance. The research study has applied
Contingency Theory, exploring the important contingency factors of public
organization, e-government technology, and good governance.
1.5 Limitations of Study
Every research has limitations, and it is important to present the limitations of
the present study. The research is limited to analyze three forms of e-Government
organizations i.e. G2G, G2B and G2C. It has focused on analyzing the impact of e-
Government technology towards good governance of the public organizations. The
other limitation in the research study are difficulty of access to the required
information and difficulty in conducting the survey from the public organizations. The
researcher has consumed more time than required in the collection of data and survey
from the public organization. The data collection from the government organizations
has been difficult and cumbersome because of the bureaucratic nature of government
officials.
1.6 Benefits of Study
The outcome of the research will be useful to government officials regarding
the contribution of e-government towards good governance. The research study has
following benefits:
1) The results obtained from this research study will be helpful for
government officials to know the contribution of e-government towards good
governance.
2) The information obtained from the research will provide useful
guidance for managers of e-government in improving the application of e-
government.
3) Consequently, the knowledge obtained from the outcome of
this research can be used in future e-government initiatives by the government.
CHAPTER 2
LITERATURE REVIEW
This chapter provides the literature review of the research study. It discusses
the waves of application of e-Government technology in public organizations and the
paradigm shifts in public organizations with the use of e-Government technology. The
chapter begins with an overview of public organizations, describing the paradigm
shifts in public sector organizations over the different periods and provides the
contingency view of public organization. The chapter extensively illustrates the
research studies already conducted that are related to the application of Information
and Communication Technology (ICT) for the purpose of good governance. The
chapter explains the main indicators of good governance introduced by the United
Nations. It provides an introduction to e-Government technology and how e-
Government technology can facilitate the governance system of developing countries
around the world. It illustrates the potential benefits of e-Government technology for
enhancing the good governance of government organizations and how e-government
technology could be helpful in improving the good governance of the country.
The chapter presents the e-Government initiatives taken by the Government of
Pakistan with the purpose of improving functional efficiency and effectiveness of the
government organizations. The chapter also deliberates briefly on the profile of the
country and structure of government organizations at the federal, provincial and local
levels and presents organization structures of each levels of government. Moreover,
the chapter also highlights the main drivers of e-Government. Finally, the chapter
mentions the main variables of e-Government, Good Governance and public
organization, presents the relationships between the variables of e-government and
good governance, and presents the conceptual framework.
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2.1 Overview of Public Organization
Public organizations are those organizations which are owned solely by the
government of the country. The public organization can be defined as: “A Public
organization is an organization whose primary goal and mission is to provide goods or
services that benefit members of the public and stockholders and owners of the
organization” (Gortner, Nicolus and Ball, 2007: 20).
“Public organizations are fundamentally unlike private organizations in
their legal, economic and political nature, and roles. Public
organizations exist for different purposes than private organizations.
They are controlled and funded directly by the government. Their
determinant for success is not simply profit, but they are held
accountable to constituencies” (Gortner, Nicolus and Ball, 2007: 20).
The mission of public organizations is to administer the law. Their function is
authoritative in the deepest and most formal sense. Their role is as active and
pervasive as the reach of law and governmental purpose. Public organizations are an
intimate and integral part of constitutional and legal systems of society and a society
is based on the rule of law . Government organization is the government’s power to
implement and administer the law and it embodies the power and authority of the
state (Gortner, Nicolus and Ball, 2007: 25).
George Berkley pointed out: “To the public at large, the government
organization, moreover, is supposed to do what the public wants in the way the public
or its elected representatives have decreed. The federal government has been
devolved, turning many services over to state and local governments. The devolution
is the practice whereby federal government delegates to local governments the
development, implementation and management of government programs (Berkley and
Rose, 2004).
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2.2 Major Components of Public Organizations
Public organizations are the main pillars in managing the affairs of
governments. Public organizations as an organizational system have similar
components as private organizations. Leadership, strategic planning, communication
and coordination, administrative procedure, and public accountability are their major
components.
2.2.1 Leadership and Strategic Planning
Leadership in public organizations is a critical component for establishing
good governance in a country. Today, leadership issues are gaining increasing
importance at different levels of government organizations. Pakistan has undertaken
structural and management reforms to enhance the effectiveness of government
organization and better align public services with the needs of contemporary society
(Ramnarayan and Kumar, 2004).
The leadership plays an essential role in developing strategic planning for the
organization. Leadership and strategic planning are inseparable. Developing long-
term or short-term goals and developing strategies aligned with the capability of the
organization for achieving these set goals are an essential part of the organizational
leadership. It plays an important role in establishing the dedication and commitment
of employees to the underlying value of public services and the interests of citizens to
be served (Ramnarayan and Kumar, 2004).
Leadership in the government is considered to be the heart of good
governance. Governments cannot achieve enhanced management capacity as well as
organizational performance without having good leadership. It is quality of leadership
more than any other factor that determines the success or failure of an organization,
and it is required at different levels of government sector organizations. Effective
leadership helps in making change happen by opening new channels of
communication with the public and other stakeholders. It achieves integration across
different levels of government (Ramnarayan and Kumar, 2004).
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The trend of adoption of Information Technology (IT) by public sector
organizations has radically changed the way the organizations work. The leadership
plays a significant role in utilizing technological advances effectively to improve the
performance of the organizations. The IT helps modify or simplify the administrative
procedures and promotes newer ways of service delivery. The leadership develops
individual, team and organizational capacity for taking on challenges. It brings
together public and private actors to achieve developmental goals and strategies in a
sustainable manner. Overall, leadership is a critical component of good public
governance (Ramnarayan and Kumar, 2004).
2.2.2 Communication and Coordination
Communication and coordination are also critical components of an
organization. These both are considered the backbone of organizational success.
Communication plays key role in the ability of agents to reach and maintain superior
coordination. Communication and organizations are inseparable. In 1938, Chester
Barnard argued, “In any exhaustive theory of organization, communication would
occupy a central place because structure, extensiveness and scope of organizations are
almost entirely determined by communication technique” (Barnard, 1979: 8). Three
decades later Katz and Khun stated that, “Communication is the essence of a social
system or an organization.” At the beginning of the 21st century, the centrality of
communication once again has been emphasized in the organizational and inter-
organizational success (Gortner, Nicolus and Ball, 2007: 78).
The IT revolution has left tremendous impacts on all aspects of organizational
life; especially on the aspect of communication process of organizations, whether be it
a public or private organization. Communication allows the organizational structure
and process to function. There are variety of organizational structures, such as
hierarchical, departmental, team based, and task specialization. The structure of the
organization determines the communication pattern between the different levels of
organization. The organization communication system is the key mechanism for
achieving integration and coordination for being successful. The successful
communication process ensures the commonality of purpose and understanding of
one’s role in the organization (Gortner, Nicolus and Ball, 2007: 79).
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2.2.3 Public Accountability and Transparency
In this period, public organizations are under immense pressure and scrutiny to
be accountable, responsive and effective. Accountability and responsibility are
organizational values interwoven into organizational culture. Responsibility
emphasizes a personal commitment to duty (Gortner, Nicolus and Ball, 2007: 80).
Transparency brings these values together. Transparency is visible decision-
making that is open to public input and conducted in cooperation with organizations
working together for the common public purpose. The process is transparent, and
public organizations are accountable to the public and indirectly accountable to
elected officials. An organizational structure can foster good accountability through
aspects of organizational structure. Accountability occurs when an organization
reports to a higher political authority. The accountability, responsiveness and
responsibility emphasize control at different levels of the organization (Gortner,
Nicolus and Ball, 2007: 80).
“Transparency” is becoming the term of choice to describe the traditional
notions of political accountability, responsiveness and responsibility. Transparency
means that public services are both accountable and responsive and are answerable to
the public and open to public scrutiny (Gortner, Nicolus and Ball, 2007: 80).
Stirton and Lodge stated that transparency includes the ability of citizens to
exert influence or control on public services. The transparency helps to prevent the
abuse of authority and corruption and provides citizens and members with informed
choice. Nowadays, the notion of transparency is the product of the Information Age.
The access to information is a principle tool to fight against corruption. Technological
innovation can provide a wealth of information to stakeholders (Stirton and Lodge,
2001).
Accountability involves giving workers and managers a level of authority
commensurate with their responsibility within an organization. Employees could be
more effective and accountable if the structure of the organization allows them to
solve problems and make decisions within their designated areas of responsibility.
Participation and teamwork are the cornerstones of employee involvement and
elements of good governance (Gortner, Nicolus and Ball, 2007: 82).
13
The advent of IT has radically changed the working pattern of organization
members. It has changed the means of communication and exchange of information at
the different levels of organization. It has significantly improved a manager’s ability
to monitor individual and team performance. It has provided employees with more
opportunities to collaborate and share information. In addition, it has made it possible
for the people in an organization to be fully accessible any time regardless of where
they are. Now communication and the exchange of information among organizational
members are no longer constrained by geography or time. The collaborative work
efforts among widely dispersed individuals and teams, sharing of information and
integration of decision-making and work throughout an entire organization have the
potential to increase organizational efficiency and effectiveness (Robins and Coulter,
2007).
2.3 Paradigm Shifts in the Public Sector Organizations
The innovative application of ICTs in private sector organizations such as
multinational business organizations has placed immense pressure on public sector
organizations to rethink their hierarchical bureaucratic organization models. The
customers, citizens and businesses have faced new innovative e-business models
implemented by private sector organizations (Tapscott and Caston, 1993). Osborn and
Gabler referred to citizens as customers of government. Since the advent of the
Information Age, the governments of countries need to empower citizens rather than
serve, to shift from hierarchy to teamwork and participation and to be mission
oriented and customer focused (Osborne and Gaebler, 1992).
Worldwide, governments have faced challenges of transformation and the
need to modernize administrative practice and management systems (Tapscott and
Caston, 1993). Recognizing the potential opportunities offered by ICT to fit with
citizen’s demand, to offer better services to citizens and to increase efficiency by
streamlining internal processes, the public sector has began to adopt ICT in their
organizations (Ndou, 2004).
14
Taspscott and Caston argued that ICT causes a “paradigm shift”. It has
introduced the age of network intelligence, re-inventing businesses, governments and
individuals. This paradigm shift has also begun to prevail in public sector
organizations (Taspscott and Caston, 1993). Flexibility, network organization,
vertical/horizontal integration, innovative entrepreneurship, organization learning,
sped up services delivery, and customer driven strategy are replacing the traditional
bureaucratic paradigm characterized by internal productive efficiency, functional
rationality, departmentalization, hierarchical control, and rule-based management
(Jones, 2004). This new paradigm thrust, the shift of e-government paradigm
emphasizes coordinated network building, external collaboration, and customer
service (Tapscott and Caston, 1993).
Table 2.1 Paradigm Shifts in Public Service Delivery
Source: Tapscott and Caston, 1993.
Bureaucratic Paradigm E-Government Paradigm
Orientation Production cost efficiency User satisfaction and control,
flexibility
Process Organization Functional rationality,
departmentalization, vertical
hierarchy of control
Horizontal hierarchy,
network organization,
information sharing
Management
Principle
Management by rule and
mandate
Flexible management,
interdepartmental teamwork,
with central coordination
Leadership Style Command and control Facilitation and
coordination, innovative
entrepreneurship
Internal
Communication
Top down, hierarchical Multidirectional network,
with central coordination,
direct communication
External
Communication
Centralized, formal, limited
channels
Formal and informal direct and
fast feedback, multiple
channels
Mode of Service
Delivery
Documentary mode and
interpersonal interaction.
Electronic exchange, none
face-to-face interaction
Principles of Service
Delivery
Standardization, impartiality,
Equity.
User customization,
personalization
15
The above table shows the paradigm shift of public service delivery from a
bureaucratic paradigm to an e-government paradigm in the public sector
organizations.
The wave of e-government application in government organization and public
administration is rising across the world. More and more governments are using ICT
to deliver services to citizens, business organizations, employees, and other non-
governmental organizations. Across the world, public organizations are beginning an
“e-government journey” by publishing static information on the Internet and
establishing an online presence in the hope of increasing efficiency, effectiveness and
organization performance (Guchteneire and Kristina, 2005).
e-Government has emerged as a revolutionary mechanism for the management
of public sector organization on a global basis. It incorporates high-level services,
accelerated processes, increased transparency, and low cost output as the mega
products of e-government. These objectives can be achieved through the adoption of
ICTs in various functional units. e-Government has been adopted by developed as
well as developing countries for providing better services to their stakeholders. It
could bring forward the new concept of citizenship by enabling and empowering them
to interact directly. These interactions can be known as Government-to-Government
(G2G), Government-to-Business (G2B), Government-to-Citizens (G2C) and
Government-to-Employee (G2E). The rapid growth of Internet usage and the
development of ICTs and e-commerce / e-business in the private sector has put
pressure on public sector organizations to serve citizens electronically. Currently,
public sector organizations are under pressure to use ICT in their processes
(Ramaswamy and Selian, 2007).
e-Government initiatives and frameworks are appealing to practitioners and
researchers to develop consensus on the e-government initiatives and implementation
of a framework. e-Government provides information when organizations and public
agencies publish static information on the Internet, or provide interactive
communication, e-transactions, or integrate virtual governmental services (Harris,
2000).
16
In this age of information technology (IT), public organizations are also facing
immense challenges in dealing with the complexities of performing the functions of
government. The dissemination of IT tools (i.e., computers, Internet, and mobile
communication) has enabled national governments to face the complexities and
facilitate officials in the performance of assigned tasks in a better and effective
manner. Modern governments are adopting IT as a vital instrument to improve the
functional operation of public organizations (Ghayur, 2006).
ICT can be used for rendering services to the public, such as obtaining general
certificates, personal documents, identity, commercial information, transfers,
contracts, death notices, notary information, or facilitating the payment of taxes and
dues (McLean and Tawfik, 2005).
In the area of public safety, ICT can be useful in infrastructure solutions
(equipment and personnel) and in building a network including a database for
combating drug trafficking and arms smuggling, as well as for the centralized control
of criminals and border patrol operations. Most significantly, ICT generates a
democratization factor and becomes a means for creating mechanisms and policies
conducive to learning. The new technology is facilitating the sharing of solutions
among different levels of government and the population (McLean and Tawfik,
2005).
2.4 Contingency View of Organization
Lawrence and Lorsch have authored the landmark piece of work
“Organization and Environment”. They argued that underlying this new approach, for
the organization to be effective, the internal functioning of the organization must be
consistent with the demands of the organization’s tasks, technology or external
environment, and the needs of the member of the organization. This approach leads to
the development of a “Contingency Theory of Organization”. This theory holds that
the appropriate internal states and processes of the organization are contingent upon
external requirements and the needs of members (Narayan and Nath, 1993).
17
The contingent theorists sought management approaches that were appropriate
for different circumstances. They placed great emphasis on the effectiveness of the
organization and argued that if the elements of an organization fit among themselves
and with the environment then that should prosper. The organizations began to
experience pressure from the environmental agents, organized consumers, community
actions, and even from employees at a level they had never experienced before. The
contingency theory, which has become nearly synonymous with the term modern
organization theory, composes an enormous body of research (Narayan and Nath,
1993).
The contingency theory holds that organizations adopt their structure to fit
with the changing contingency factors such as size, technology and strategy as to
achieve high performance (Pugh, 1997). The contingency view of organization and
their management suggests that an organization is a system composed of subsystems
and delineated by identifiable boundaries from its environmental supra-system. The
contingency view seeks to understand the inter-relationships within as well as
between the organization and its environment and define patterns of relationships. It
emphasizes the multivariate nature of organization and attempts to understand how
organizations operate under varying conditions and in specific circumstances.
The contingency view of directed organizational design and managerial
actions is most appropriate for specific situations. The contingency analysis may lead
one to the general conclusion about following type of relationships:
1) The stable-mechanistic organization form is more appropriate
when the environment is relatively stable and certain, and the goals are well defined
and enduring.
2) The adaptive-organic organization form is more appropriate when
the environment is uncertain and turbulent. The goals are diverse, changing, and the
technology is complex and dynamic (Tompkins, 2005).
Once theorists began to view organization as a system of interdependent
variables, they quickly realized that there could be one best way to structure all
organizations. The organizations are confronting the situation of unique and
interdependent variables that enormously affect organizational performance (Narayan
and Nath, 1993).
18
A contingency factor is a variable that specifies what structural arrangements
are best suited in a given situation to an organization in which it finds itself. During
1960 and 1970s, researchers identified: size, technology, strategy, environment,
resource dependence, and public accountability as critical contingency factors of the
organization (Kast and Rosenzweig, 2005). The contingency theory of organizational
structure provides a major framework for organizational design (Donaldson, 2001).
In 1994, Galunic and Eisenhardt claimed that structural theory is static and
fails to deal with organizational change and adoption. The study of organizations from
many European countries concludes that organizations are not radically flattening
their structure (Galunic and Eisenhardt, 1994).
In 2002, a survey of many organizations concluded that most organizations are
using traditional macro-structure with innovation such as IT or teams and bringing an
incremental change within a broader traditional framework (Palmer and Dunford,
2002). The following figure displays the contingency factors that are deemed critical
factors of structural dimensions and design of organizations (Tompkins & Jonathan,
2005).
Figure 2.1 Contingency Factors and Structural Dimensions
Environmental
uncertainty
Technology
Size
Resource dependence
Public Accountability
Contingency Factors Structural Dimension
Management Levels
Span of control
Centralization
Formalization
Specialization (Role and Function)
Work design
Conflict resolution methods
Reward and control system
Information Procedure methods
Management Style
19
2.4.1 Size
The organizational structure may be contingent upon the size of the
organization. Pugh and his associates found that the larger organizations tend to have
more task specialization and formalization than smaller organization. In case of
government agencies as a part of larger organization, the size of the parent
organization also correlated with concentration of authorities (Mintzberg, 1993).
The study of Beyer and Trice revealed weaker relationships between size and
structural characteristics than Blan and Schoenheor's study. Their study of
employment security agencies discovered that the larger the agency, the greater the
number of local offices, number of job titles, number of hierarchical levels, number of
major division of top management, and greater the span of control (Tompkins, 2005).
Theorists have argued that as organizations grow larger in size, they have to control
and coordinate the work of a larger number of employees, but personal surveillance of
employee behavior becomes prohibitively expensive. Bureaucratization enables an
organization to reduce the cost of coordination. Many theorists consider bureaucratic
characteristics are appropriate for larger organizations (Narayanan and Nath, 1993).
2.4.2 Strategy
Organizational structure may be contingent on the strategy for success
chosen by senior managers. Alfred Chandler was the first theorist to draw attention to
the contingency relationship between strategy and structure. His thesis “Structure
follows Strategy” appears to hold for public organizations. For example, a police
department adopting a community-based policy as a strategy for improving
community relationships and crime fighting capabilities. Generally, it has been found
less hierarchical, more decentralized and a team-based structure. This suggests that
strategy viewed as a contingency factor that mediates among environmental changes,
the organization's understanding of its mission, and the structure required to achieve
its mission (Shafritz and Ott, 2011).
20
2.4.3 Technology
In organization theory, technology refers to the knowledge, tools, techniques
and actions required to transfer inputs into outputs. Technology includes elements
such as machinery, employee's skills and work procedure. The study of 52 public and
private organizations by Pugh and his associates revealed modest correlations
between technology and task specialization, standardization and formalization. The
organizational structure may be contingent upon the organization's core technology.
Woodward in his research study found that difference between small-batch, mass
production and continual process technologies explained differences in factors such as
management levels, span of control, formalization and functional specialization
(Mintzberg, 1993).
2.4.4 Environmental Uncertainty
Organizational structure may be contingent upon the degree of stability or
certainty in an organization (Tompkins, 2005). Burns and Staller were the first
theorists to establish the linkage between organization structure and environment.
They studied 20 firms in U.K. and discovered that distinct sets of management
practices have evolved in response to the different rate of technological and market
changes. The researchers believed that such changes posed different demands on
information processing in the organization (Narayan and Nath, 1993).
2.4.5 Resource Dependency
Organization structure may be contingent upon how much an organization is
dependent on other organizations for financial, material and human resources, and
political support, it needs to attain its goals and survive as an institution. The external
factors on which government agencies depend includes funding bodies, suppliers of
human and material resources, client and consumer groups, labor unions, public
interest groups, and regulatory and oversight bodies (Tompkins, 2005).
Public agencies often feel compelled to alter their policies, structure and even
their goals to satisfy external demands or to manage their relations with those bodies
by forming alliances or partnerships or negotiating agreements with them.
Thompsons, Pfeffer and Salancik have emphasized how organizations strive to
21
manage their dependency by adopting their structure to satisfy environment demands
or to establish better working relationships (Tompkins, 2005).
2.4.6 Public Accountability
Organizational structure may be contingent upon the degree to which
senior manager are subjected to external control or public scrutiny in the conduct of
their affairs. Pugh and his colleagues in their study of eight public organizations
experienced the highest degree of public scrutiny. The result revealed a relationship
between public accountability and concentration of authority. The greater the degree
of public accountability, the more the centralization at the top of an organization.
Warwick's study of the U.S. State Department also underscored the contingency
relationship between external control and structure. The government agencies require
the approval of external overseers for operating authority, appropriations and major
changes in mission (Tompkins, 2005).
One of the major contributions of open system theory is that it introduced the
idea of contingencies. The contingency theory of organization has been derived from
the open system theory. The socio-technical theory holds that organizational
effectiveness depends on employing those structural mechanisms that are most
appropriate for reconciling the technical requirements of work with the social and
psychological needs of those who do the work. In the same manner, the contingency
theory holds that organizational effectiveness depends upon those structural
mechanisms that are most appropriate to a full range of contingencies, including
organizational strategy, core technology, environmental stability, organization size
and in the case of public agencies, the degree of accountability and oversight imposed
by the actors in the external environment (Tompkins, 2005).
The contingency thinking in public organizations proposed that the
contingency factor is a variable that specifies what structural arrangements are best
suited to given organizations in the situation they are working. There is a
corresponding level of structural dimension for every level of contingency factor,
which could be most appropriate in improving the working efficiency of public
organizations (Tompkins, 2005).
22
The public managers should think carefully about the contingencies affecting
organizations. They should carefully consider how to organize the organization for
obtaining successes. They should consider the nature of their agency’s core
technology. For example, the document processing technology may call for a very
different kind of administration structure and work organization than does a special
services providing. Public managers need to learn to think and plan strategically.
Public managers, through deliberate and thoughtful strategic planning, can engage
members of the agency in finding and sustaining a good fit between its mission and
strategies, its internal systems and structures, and the forces in its external
environment that create both opportunities and threats (Tompkins, 2005).
2.5 Introduction to E-Government Technology
e-Government is the systemic use of ICTs to support the functions that a
government performs for its constituents, typically the provision of information and
services. e-Government is the use of ICT to transform the traditional government by
making it accessible, transparent, effective, and accountable. e-Government does not
mean putting more computers on the desks of government officials and is more than
just a government website on the Internet. The political, social, economic and
technological aspects determine e-governance. It establishes a relationship between
government officials and citizens (WB, 2006b). e-Government is also known as
digital government, and online government. Here it refers to government's use of ICT
to exchange information and services with citizens, businesses, and other arms of
government (WB, 2006a).
e-Government increases government accountability by making its operations
more transparent thereby is reducing the opportunities for corruption. e-Government
supports development goals by providing business, rural and traditionally undeserved
communities with information, opportunities and communications capabilities (Saidi
and Yard, 2002).
In developed countries, e-government is used in a full context for the purpose
of enhancing good governance, but some of the most innovative uses of e-government
technology in governance are being successfully deployed in developing countries.
23
e-Government will not be successful only by buying more computers and
putting up websites on the Internet. It is not sufficient to automate administrative
practices from the paper system to digital system. Rather, e-government is a process
of transforming government. It requires planning, political will, and a sustained
dedication of resources (Saidi and Yard, 2002). The success of e-government cannot
be assured merely by purchasing advanced technology or with the direct automation
of complex procedures until it can increase the rate of government and citizen
participation thereby bringing about the greater effectiveness in government (Ahmad,
2008). e-Government is the usage of ICT to support processes within the government
as well as for the delivery of services to its consumers, including other organizations,
citizens, and businesses. e-Government means the digital information and online
public service provided by the government with the use IT. e-Government is
considered a vital tool in providing the public service and information in the
developed countries (Teodora, 2008).
2.5.1 Government-to-Citizen
Government-to-Citizen (G2C) is the communication link between government
and private individuals or residents. It establishes the relationships between
government and citizens. G2C allows government agencies to listen and communicate
continuously with its citizens for supporting feedback in respect to accountability,
democracy and public services. G2C provides a broad range of interaction by delivery
of services. It includes information dissemination to the public, delivery of basic
services to citizens such as license renewals, ordering of birth/death/marriage
certificates and filing of income taxes, as well as citizen assistance for such basic
services as education, healthcare, hospital information, and libraries. G2C also allow
citizens to gain access to government information and services conveniently by using
multiple channels. It also reinforces their participation in local communities (WB,
2006b).
24
2.5.2 Government-to-Business
Government-to-Business (G2B) form of e-government is the online non-
commercial interaction between local and central government and the commercial
business sector. G2B transactions include various services exchanged between
government and the business community, including dissemination of policies, memos,
rules and regulations. The business services offered include obtaining current business
information, downloading application forms, renewing licenses, registering
businesses, obtaining permits, and payment of taxes (WB, 2006b). The services
offered through G2B transactions help in business development, specifically the
development of small and medium enterprises (SMEs). Simplified application
procedures facilitate the approval procedure for SME requests, resulting in the
encouragement of business development. The G2B form of e-government services
includes e-procurement, and an online government supplier exchange for the purchase
of goods and services by government (WB, 2006b).
e-Procurement makes the bidding process transparent and enables smaller
businesses to bid for large government procurement projects. The system also helps
government to generate bigger savings, as costs from intermediaries are shaved off
and purchasing agents' overheads are reduced (WB, 2006b).
2.5.3 Government-to-Government
Government-to-Government (G2G) form of e-government is the electronic
sharing of data or information systems between government agencies, departments or
organizations. The primary objective of G2G is to support e-government initiatives by
improving communication, data access and data sharing (WB, 2006a). The G2G form
of e-government takes place at two levels, one at the local or national level, and
another at the international level. It establishes the relationships between government
organizations at national, international, regional and local government organizations
or with other foreign government organizations (WB, 2006b). The governments of the
country consisted of various levels of government to effectively deliver the services
and allocate responsibilities, therefore, the cooperation and collaboration deemed
compulsory between the government agencies and department (Dawes, 2002).
25
There are several factors, which are driving local and federal governments to
institute G2G initiatives. One is federal governments’ legislation such as the Open
Government Directive. G2G initiatives are also being driven by budgets and funding.
Sharing information and information systems empower governments to reduce costs,
government offices can be more efficient with streamlined procedures, allowing
citizens to gain access to information over the Internet (Dawes, 2002).
e-Government innovation and development can position the public sector as a
demand driver of ICT infrastructure and applications accessible by the broader
economy. The United Nations e-Government Survey conducted in 2012 found that
many countries, especially developing countries, have initiated efforts to build ICT
for the people to further enhance public sector efficiencies and streamline governance
system to support sustainable development (Zukang, 2012).
The Asian continent is the home of 60% of humanity. Asia as a whole has
continued to expand e-government services. Investment has been made in the
development of infrastructure and at the same time governments have reached out to
provide greater e-government services and improve governance system of the various
countries. In the 2012 survey, three of the world’s top 20 e-leaders were from Asia.
The whole Asian region has had a higher level of e-government development than the
world average (Zukang, 2012).
ICT is deemed as a fundamental vehicle facilitating the functioning of modern
societies. The effective exploitation of information and communication opportunities
helps countries to achieve economic growth, competitiveness and prosperity. It also
facilitates transforming developing societies into information and knowledge-based
societies. These goals can only be achieved when national government of the
developing countries adopt a modernization program to bring public services into the
21st century through the effective utilization of ICTs by all government departments
(Zahran, 2009).
26
2.6 Main Phases of E-Government Services
e-Government can provide the following e-services to citizens, society,
business organizations and other government organizations. The e-government
services are divided into the following categories of phases:
Table 2.2 Major Phases of E-government Services
Phase-1 Phase-II Phase- III Phase- IV
Information Interaction Transaction Transformation
Presence Intake Process Complete
Transaction
Integration and
Organizational
changes
Numerous
websites with
statics content
links to other sites
More sophisticated
sites with citizens
interaction-email
and downloadable
forms available
Integrated sites for
enabling complete
and secure
transactions
Seamless
integration of sites
for e-democracy
of transformation
Source: EGD, 2005.
The above main four phases of e-government i.e informational, Interaction,
Transaction and Tranformation, are described below;
2.6.1 2.6.1 2.6.1 2.6.1 Informational Phase
This phase of e-government services includes the provision information. In
this phase the quality, usability and currency of the content determine the value of the
e-government service.
27
2.6.2 Interaction Phase
In this phase, the e-government provides some degree of online interaction.
For example, citizens can apply for job applications online.
2.6.3 Transactional Phase
This phase of e-government service provides secure transactions with a high
level of authorization. For example, citizens can apply online for passports, NIC and
make payments online. This phase of e-service requires a high degree of security and
basic infrastructure allowing secure transactions.
2.6.4 Transformation
In this stage, the government has gone through the full transformation process
and government services are made available online to stakeholders around the clock.
This stage has built the capability of the government in providing instant access of
any service in a unified package provided to citizens. The ministerial, departmental
and agency demarcation lines are removed and services are clustered along common
needs. The provision of integrated services requires broad organizational change and
aligning new capacities with a new framework.
2.7 Governance and Good Governance
The notion of governance has been defined in various ways. The World Bank
defines governance in terms of power, or “how power is exercised through a country's
economic, political and social institutions” (WB, 2006a). The definition presents
governance as the sum of activities and processes shaping the use of power within the
institutional units of a national state. In this respect, the definition of governance
given by the World Bank is mainly concerned with how governments control their
internal processes. The UNDP defines governance as “The exercise of economic,
political and administrative authority to manage country's affairs at all levels of
government. It composes mechanism, process and the institution through which
citizens and groups articulate their interests, exercise legal rights, meets their
obligations and mediate their differences.” (Pascual, 2003)
28
The notion of good governance has come to include the overall approaches to
the reform and updating of government and governance systems in developing
countries. There has been an historical evolution in understanding the concept of good
governance. In the late 1980s, the notion of good governance was extended to the
discussion in the area of social and economic development in order to focus on the
role of government in these areas. Governance was mainly presented by the World
Bank in the context of being a requirement at the national level, which would enable
and facilitate the success of economic development reforms (Gayur, 2005).
The UNDP, embracing the notion of 1990s of the World Bank, further
extended the idea of good governance to suggest a path that would enable countries to
achieve human development (Saidi and Yard, 2002). According to the World Bank’s
description, good governance is the use of government power. It is defined as
“epitomized by predictable, open and enlightened policy making”. A bureaucracy
imbued with a professional ethos, an executive arm of government accountable for its
actions, and a strong civil society participating in public affairs, all behaving under
the rule of law (WB, 2006a).
The World Bank defines good governance as participatory, transparent and
accountable government. It is also effective and equitable and promotes the rule of
law. Good governance ensures that the voices of the poorest and most vulnerable are
heard in decision-making over the allocation of development resources and the
political, social and economic priorities are based on broad consensus among the
stakeholders: the state, private sectors and civil society (WB, 2006a).
The World Bank and UNDP share a common perception on the nature of good
governance as encompassing a specific range of attributes including openness,
accountability, participation and the rule of law. The UNDP has indentified nine
characteristics of good governance, which can be defined in terms of their specific
components and elements. There are nine major indicators of good governance
including: participatory, consensus oriented, accountable, transparent, responsive,
effective and efficient, equitable, rule of law, and strategic vision (Kettani, 2009). It
ensures that corruption is minimized, the views of minorities are taken into account,
and the voices of the most vulnerable in society are heard in decision-making. It is
also responsive to the present and future needs of society (Kettani, 2009).
29
The following framework shows the main indictors of good governance
indentified by the UNDP.
Figure 2.2 Good Governance Indicators
2.7.1 Participation
Participation by both men and women is a key cornerstone of good
governance. The participation could be either direct or through legitimate
intermediate institutions or representatives. It is important to point out that
representative democracy does not necessarily mean that the concerns of the most
vulnerable in society would be considered in decision-making. The participation
needs to be informed and organized. This means freedom of association and
expression on the one hand and an organized civil society on the other (Kettani,
2009).
30
2.7.2 Rule of Law
Good governance requires fair legal frameworks that are enforced impartially.
It also requires full protection of human rights, particularly those of minorities. The
impartial enforcement of laws requires an independent judiciary and impartial and
incorruptible police force (Kettani, 2009).
2.7.3 Transparency
The transparency means the decisions taken and their enforcement is done in a
manner that follows rules and regulations. It also means that information is freely
available and directly accessible to those who will be affected by such decisions and
their enforcement. It also means that enough information is provided that is easily
understandable (Kettani, 2009).
2.7.4 Responsiveness
Good governance requires that institutions and processes must serve all
stakeholders within a reasonable duration. The government's immediate response and
solution to problems faced by the public is one of the most important characteristics
of good governance (Kettani, 2009).
2.7.5 Consensus Oriented
There are several actors and many viewpoints in a given society. Good
governance requires mediation of the different interests to reach a broad consensus
that is in the best interest of the whole community and how this can be achieved. It
also requires a broad and long-term perspective on what is needed for sustainable
human development and how to achieve the goals of such development. This can only
result from an understanding of the historical, cultural and social contexts of a given
society or community (Kettani, 2009).
31
2.7.6 Equity and Inclusiveness
The society's well-being depends on ensuring that all its members think they
have a stake in it and do not feel excluded from the mainstream of society. This
requires all groups, but particularly the most vulnerable, to have opportunities to
improve or maintain their well-being (Kettani, 2009).
2.7.7 Effectiveness and Efficiency
Good governance means that the processes and institutions produce results
that meet the needs of society while making the best use of resources at their disposal
(Kettani, 2009).
2.7.8 Accountability
Accountability is a key requirement of good governance. It is not only
governmental institutions but also the private sector and civil society organizations
that must be accountable to the public and to their institutional stakeholders. Who is
accountable to whom varies depending on whether decisions or actions taken are
internal or external to an organization or institution. In general, an organization or
institution is accountable to those who are affected by its decisions or actions. The
accountability cannot be enforced without transparency and the rule of law (Kettani,
2009).
2.7.9 Strategic Vision
Strategic vision is essential in terms of long-term planning processes. The
leaders and the public have a broad and long-term perspective of good governance
and human development, along with a sense of what is needed for such development.
The information and data about the historical, cultural and social complexities
provides a viable understanding in formulating sound strategic planning (Kettani,
2009).
32
2.8 Measurement of Good Governance
UNDP and World Bank have different approaches regarding the term
governance. The World Bank view of governance is as a “political and economic
conditionality” (Weiss, 2000). As a result, the World Bank considers the reduction of
transaction costs and contract enforcement as primary elements enabling good
governance in relation to public sector management (Weiss, 2000).
In contrast, the UNDP emphasizes empowerment. This refers to the act of
facilitating local participation through making institutions, processes and mechanisms
of democracy available and accessible to the public. As a result, the UNDP
emphasizes the political and civil aspects of governance. The World Bank views
measurement of governance given by UNDP as a secondary element that furthers a
country's development in terms of efficiency and growth (Weiss, 2000).
Governance is most often associated with the promotion of local participation
in the decision-making process. It seems that the UNDP's approach is closer to the
generally accepted definition of good governance than is the World Bank's approach
(Kettani, 2009).
In order to measure good governance, tools have been developed within
society, Weiss (2000) lists some of these tools. The Human Development Index (HDI)
was developed to enhance the methods of evaluating societal good governance. The
HDI shows that “economic well-being and human progress are not synonymous”.
This is because two countries might have different HDI regardless of having equal per
capita income (Weiss, 2000).
The World Bank has also developed an index designed to measure the quality
of governance. Hurther and Shah have investigated the Governance Quality Index
(GQI) (Hurther and Shah, 2005). The governance quality is calculated through
multiplying these four indices. The GQI consists of a set of following indices:
1) Citizen Participation Index (CPI)
2) Government Orientation Index (GOI)
3) Social Development Index (SDI)
4) Economic Management Index (EMI)
33
In Governance for Sustainable Development, the UNDP has identified nine
core characteristics that measure good governance. The Global Development
Research Centre (GDRC) has provided a list of such attributes related to good
governance including: accountability, responsiveness, management innovation, public
and private partnership, local government citizen interaction, decentralized
management, networking, and human resource development. Each of these listed
characteristics is assessed through a measurement of associated set of indicators.
These indicators are: financial and political decentralization, local government,
predictability, responsiveness, empowerment, effectiveness, equity, accountability
and transparency, strategic vision, participation, private sector, civil society, and
management. In this way, each of these indicators can be measured through its
respective set of variables (UNDP, 1997).
The effectiveness of indicators can be measured through the degree of
satisfaction. The degree of satisfaction can be measured through surveys and
complaints. The responsiveness of indicators can be measured through two variables
such as percentage of population served as well as the access of the population to the
phases of policymaking (Kettani, 2009).
Accountability and transparency can be evaluated through two variables: the
degree to which laws are fairly enforced; and extent to which procedure, policies and
responsibilities are clear. The equity indicator can be investigated through the
determination of the degree to which marginalized social groups have access to the
consultation process. The empowerment of indicators can be estimated through
identifying and quantifying available channels for participation in local decision-
making. Participation can be measured through the presence and the scope of freedom
of local media. The planning and predictability indicators can be evaluated through
the scope of openness related the process of government services. e-Government is
considered as a means of the realization of good Goverance because it changes both,
government internal and operation and relations and government relations with
citizens and other stakeholders (Kettani, 2009).
34
2.9 Information Technology for Good Governance
The innovations in the field of ICT have brought about potential benefits to
the governance systems of countries. The increased performance of cost-effective
micro-electronic fiber optics, voice and video compression, fast-packet switching, and
high-density storage technology could be used to make public administration more
efficient. The increased mobility availability of local area and wide area networks
provides a rich environment for cultivating good governance (Magno and Serafica,
2003).
The pursuit of democratic governance in developing countries can be fostered
with a nation's access to a much greater diversity of communication sources and
network designs. This can be facilitated by unbundling of communication functions
and services technologies and the dispersion of intelligent and diverse communication
networks, meeting the demands of large users and the institutions of a competitive
market (Riley, 2001).
In a developing country such as Philippines, the expansion of two-way
interactive media can support local grassroots participation. The increased mobility
and portability arising from innovation in wireless technologies, such as satellite,
local area and wide area networks provides viable environment for cultivating good
governance (Magno and Serafica, 2003).
In every democratic country, the constitutional framework provides for the
right of citizens to gain access to public documents. This right of citizens is promoted
through the government's computerization program and availability of these
documents through the Internet (Riley, 2001).
Many government agencies use IT to facilitate the public in their
accomplishments, achievements, programs and plans. The availability of this
information helps people, especially those living in provinces, to gain access to the
data that they need without going to the capital of the country. The information on
government operations is a basic requirement for fostering transparency in
governance. The use of IT could enable the government as well as society to inform
the people of their rights and privileges (Guchteneire and Kristina, 2005).
35
The government websites allow citizens to send their reactions and feedback
on issues that affect them, for instance, the website of the Department of Trade and
Industry provides entries where the consumers, exporters and business ask questions,
provides suggestions and file complaints (Boer and Walkbeck, 1999).
The drafting of the implementing rules and regulations of the Electronic
Commerce Act was posted on the Web and was able to accelerate the speed of
conducting public consultations. The concerned stakeholders were able to express
their opinions directly through the internet (Gayur, 2005). The increased ability of
interaction of government agencies with citizens provides favorable settings where
more accurate and appropriate decisions can be made. The quantity of paper used by
the government is greatly reduced by using updated information and database
systems. The cost of administrative maintenance is reduced when government
documents and processes become digitalized. It also shortens the transaction time in
business operations of the government. The efficient services entail the right services
delivered to the right people in a timely fashion, when people need it (Backus, 2001).
2.10 E-Government and Good Governance
ICT is an enabler of efficient and effective functioning of government. e-
Government can be linked to good governance as defined by the World Bank;
e-Government is the use of information and communications
technologies (ICTs) to improve the efficiency, effectiveness,
transparency and accountability of government. Simply, the e-
government is perceived as moving citizen’s services online, but in its
broadest sense, it refers to the technology-enabled transformation of
government. The governments' best hope to reduce costs, while
promoting economic development, increasing transparency in
government, improving service delivery and public administration and
facilitating the advancement of an information society. (WB, 2006a)
36
Haldenwang confirms this relation by identifying certain conceptual and
theoretical linkages between the two concepts. He indicated that both concepts share
the same objectives of administrative efficiency and quality of public services.
Democratic participation is the core principle of both. He explained
underlying the reason behind such a relationship of e-government's dualistic approach
to state modernization. The e-government is a means for the realization of good
governance because it changes both the back office (government internal operations
and relations) and the front office (government relations with citizens and other
external stakeholders) in a way that makes the different components of good
governance a reality. After comprehending and recognizing this potential, e-
government has become part of the developmental agenda in a range of multilateral
development oriented institutions of developing countries (Haldenwang, 2004).
The research study “ICT and Good Governance” was conducted through a
survey of the conditions for the use of ICTs in five countries: Brazil, Uruguay, Peru,
Ecuador and Mexico (Batista, 2003). The main task of the research project was to
explore the link between ICT use and improvement of the local governance in Latin
America. The answer to this question involves the study of alternatives and
possibilities of increasing good governance based on ICT use. One of the proposals
derived from this research is the formulation of a training program directed to
personnel who will use ICT having in mind the improvement of good governance at
the local level (Batista, 2003).
In this study, “good governance” is understood to denote the interaction
process between government and society. Good governance is safeguarded as long as
governmental process are transparent, individuals organize themselves, express their
priorities, and make demands to government offices (Batista, 2003). This research
study explored the potentials of ICT to enhance local and social development,
improve relations between government and citizens, and foster overall capacity
building in developing countries. It stated that with the rapid spread of ICT, new
opportunities have been opened for a revival of public discourse and improved
governance efficiency (Batista, 2003).
37
ICTs offer concrete opportunities for local and national governments to
improve their performance in terms of transparency, participation and
decentralization. The application of ICT in planning and design of development
strategies helps to strengthen the establishment of efficient, effective and transparent
governance systems. The online tools can significantly improve the rendering of
services and information flows from administrations to their constituencies (Batista,
2003). It also stated that evidence from a number of projects and initiatives worldwide
started with the help of UNESCO and shows that ICT provides new possibilities for
important governance efficiency, new ways of citizens' engagements and their more
proactive participation in policymaking, rebuilding trust and transforming the
relationship between government and citizens (Batista, 2003).
This research study has recognized that, generally, ICT use in the public sector
is a three-phase process. The first phase includes the introduction of computers in
public management, particularly in internal services. The second phase is related with
the implanting e-government technology in the organizations. The third phase is
related to the utilization of ICT to improve good governance. ICT introduction
represents a decisive step in the process of democratization of public information, and
in the interaction between citizens and government, assuring the provision of services
by government that meets the public’s demands and priorities (Batista, 2003).
The new political relations of groups, individuals, social and political
organizations with governments has stimulated social movements to increase even
more the utilization of ICT as an instrument for improving governance. Within
participative social movements, individuals engage in a process of searching
informative material and actively engage in an interaction process with governments.
(Batista, 2003).
Basu’s (2004) research study “e-Government and Developing Countries”
describes good governance as an exercise of economic, political and administrative
authority to better manage the affairs of a country at all levels. ICT can connect
government, citizens and businesses to support and simplify the process of
governance in a better manner. ICT is a vital tool in achieving the objectives of good
governance (Basu, 2004).
38
The application of ICT could be helpful to connect important stakeholders of
government to provide better governance. According to the research studies
undertaken on e-government in the developed and developing countries, it has been
found that e-government is one of the potential tools in establishing good governance
in developing countries (Basu, 2004).
Basu also found that most of the developing countries understand the
enormous potential of ICT not only as a tool for improving governance and creating
more jobs but also, more significantly, as a means to enhance the standard of living of
the people. The increased application of IT in all occupations enhances the industrial
base, creates a robust state information infrastructure, and creates human resources for
IT (Basu, 2004).
The application of ICT differs from country to country. The experience of
application of ICT for good governance in developed countries such as Singapore,
United States of America (USA), Australia, and Malaysia shows that the application
of ICT could be helpful in providing good governance in developing countries too
(Basu, 2004). e-Government has emerged as one of the principal tools by which
administrations can improve their governance arrangements both internally, for
improving efficiency and effectiveness and externally, for improving relations with
stakeholders. This is because the introduction of e-government has a broad and cross-
cutting affect across policy sectors and government procedures (Basu, 2004).
The applications of ICT to existing organizations will by themselves not only
modernize government, ICT can be used to improve government structures and
processes and change how the culture of public administration can be renewed in
order to make the most of these changes (Ebrahim and Zahir, 2005). e-Government
can develop the strategic connections between public sector organizations and their
departments, and make a vibrant communication between various government levels
(e.g. central, city and local). This connection and communication improve the
cooperation between them through facilitating the provision and implementation of
government strategies, transactions, policies, and better use and running of
government processes, information and resources (Atkinson, 2000).
39
Magno and Serafica’s (2003) research study “Information Technology for
Good Governance” in Manila assessed the role of IT in promoting good governance.
They raised the question of how IT can raise the quality of governance. They
surveyed various efforts exerted by national and local government units to integrate
IT in the implementation of policy and administrative reforms (Magno and Serafica,
2003). They found that IT promotes good governance in three basic ways:
1) by increasing transparency, information and accountability
2) by facilitating accurate decision-making and public participation
3) and by enhancing the efficient delivery public goods and services.
Many government agencies use IT facilities to tell the public about their
accomplishments, achievements, programs and plans. Information about the
government is a basic requirement in fostering transparency in governance.
Furthermore, the used of IT reduces the quantity of paper used in the government
working by using updated information and database systems. The cost of
administration maintenance is reduced as the documents and processes become
digital. The adoption of IT in government’s business operations affects all aspects of
the organization. It affects policies and procedures relating to hiring of personnel,
human resource deployment, budgeting, financing, procurement and others. The
government is a big organization, and each of its separate agencies conduct functions
that may seem fragmented and piecemeal, and the creation of e-government will
require the effective management to orchestrate IT efforts (Magno and Serafica,
2003).
Ghayur’s (2006) research study “Good Governance: Developing an e-
Government” has stated that e-governance holds enormous potential in terms of
improving delivery and efficiency, better response to business and citizens’ needs and
provision of affordable government services. It has provided a thorough look into e-
government development around the globe highlighting the importance and potential
of e-government technology towards governance. Ghayur describes the initiatives of
three leading countries (Singapore, Australia, and USA) in their efforts in e-
government development. Ghayur also discusses the e-government efforts taken in
Pakistan and India in the context of Asian countries. The paper mentions various e-
government models applied by developed and developing countries in the
40
development of e-government. It also presents an e-government ranking order of these
countries alongwith developing countries such as Pakistan and India (Ghayur, 2005).
The researcher concluded that developing countries need to tap the vast
potential which the ICT sector offers in order to bring greater transparency and ease.
The utilization of the surging potential in the ICT sector is crucially linked with
transforming governmental functions to the e-governance, although through phases
and with pilot projects. A functioning of e-government is feasible, and its adoption
does not require complicated process (Ghayur, 2005).
e-Government is one of the important elements that can contribute to the
promotion of an information society. In the European Action Plan of 2002, it was
targeted that by 2012 all basic services will be made available online, such as eight
services to businesses and 12 services to citizens. A survey of 10,000 service
providers revealed that centralized services have a higher rate of online delivery than
services provided by local agencies (Barrero, 2003). e-Government is perceived as an
alternative for better delivery of government services in the 21st century. It offers its
services in three ways:
1) offers opportunity to achieve open government
2) helps to provide a personalized public service
3) contributes towards increasing efficiency and productivity
As an open government form, e-government is helping democracy to function
better as decision-making becomes more transparent. Today, executives worldwide
and the managers of public organizations are increasingly deploying e-government
strategies to improve the quality of government. It involves collaboration among
government agencies, businesses and non-governmental organizations (Barrero,
2003).
The multinational research study “New Models of Collaboration for Delivery
of Government Services” examined various partnerships in place around the world.
The study found that government organizations have formed cooperative alliances
with other organizations to support design, implementation, operation and
maintenance of e-government services. The collaboration of these public
organizations has built partner-based outsourcing relationships with service providers.
It states that high level of information sharing, good communication and well-
41
orchestrated co-ordination are necessary to success. The interviewed managers and
executives lament the challenges of e-government and limited in-house capabilities to
develop or adopt innovative approaches quickly for delivery of government services
online. ICT has helped to deliver more modern services for citizens and businesses,
stimulate the Information Society and emerging new economy, driven public sector
transformation, and helped governments prepare for future pressure on public
administrations (Finger and Pecoud, 2003).
The e-government system also involves some level of coordination and
communication with almost every functional unit of the organization where working
relationship among the employees are constrained by new and old processes and
complex layers of institutions norms and practices. The success of e-government
depends on how well public managers can leverage its technology, organizational and
human resources in coordination with their collaborating partners (Ho, 2002).
2.11 Pakistan Country Profile
Pakistan came into being in 1947 as the result of the partition of British India.
It is a developing country with a rich and diverse cultural heritage, abundant natural
and human resources, and an important geopolitical position. It is situated in the
southern part of Asia. In the north lies China and central Asian states of the Russian
Federation, in the west it is bordered with Afghanistan and Iran, and in the east it has
a border with India. The country spans over an area of 796,095 sq. km. Pakistan has
four provinces namely Punjab, Sindh, North Western Frontier Province (NWFP) and
Balochistan (InfoPak, 2011).
Pakistan is one of the diversified countries of the world in terms of its culture,
landscape and climate. To the north of Pakistan is the highest mountain system of
world, with a harsh climate. To the west are the fertile plains of Indus Valley, while to
the western and southern parts exist deserts. The Arabian Sea is situated on its
coastline. This sea moderates the climate of its southern parts (InfoPak, 2011).
Pakistan has a population of around 182 million and is the world’s sixth most
populated country. Pakistan is an agricultural country. Its major exports include
agricultural products such as cotton, sugar, rice and textile. The literacy rate of the
42
country is nearly 40%. Urdu is the official language of Pakistan, whereas English is
used for education, trade and other purposes. (InfoPak, 2011).
The Pakistan government consists of a three-tiered government structure (i.e.
federal, provincial and local government). The federal government, also known as
central government, where the president works as a head of state and prime minister
works a head of the government. The country has four provinces. At the provincial
level, the chief minister works as head of government and governor works as the head
of the province state (InfoPak, 2011). The following chart demonstrates the structure
of the federal government.
Figure 2.3 Three Layered Structure of Government
2.11.1 Federal Government
The president is elected for a five-year term by an electoral college consisting
of members of the senate and national assembly and members of the provincial
assemblies at the provincial level. The members of the national assembly elect the
prime minister in the parliament. The prime minister is assisted by the federal cabinet,
a council of ministers whose members are appointed by the president on the advice of
the prime minister. The federal cabinet comprises the ministers, ministers of state, and
advisers (InfoPak, 2011).
Federal Government
Provincial
Government
Provincial
Government
Provincial
Government
Provincial
Government
Local Government
At Division level
Local Government at
Division level
Local Government at
Division level
Local Government at
Division level.
43
The federal government consists of 33 ministries, each ministry working as a
public organization in the government system. The current government has followed
the policy of delivering autonomy to provincial government. It has transferred many
ministries to the provincial level. The following chart presents the structure of the
government organization at federal level (InfoPak, 2011).
Figure 2.4 Federal Government Structure
The federal government consists of central secretariat and the provincial
government consists of a provincial secretariat. For proper functioning and the
administering the subjects falling within the federal jurisdiction, there are ministries,
divisions, attached departments, subordinate offices, autonomous and semi-
autonomous bodies. A ministry is a division or group of divisions constituted into a
ministry for conducting business operations of the federal government in a specified
sphere as declared by the government. A cabinet minister heads each ministry and a
secretary is the administrator in-charge of the ministry. It also performs and functions
like a ministry to formulate policies and to ensure their implementation. A minister of
state heads it and administrator in-charge is secretary or additional secretary (InfoPak,
2011).
Prime Minister
Minister of State Minister of State Minister of State
Federal Chief Secretary
Secretary
of Ministry
Secretary
Ministry
Secretary
of Ministry
44
In the federal government, the attached departments have a direct relation
with ministry or division. These attached departments assist the ministry in the
formulation and execution of policies and they are under the control of a ministry or
division. Each attached department has many subordinate offices, which are under the
attached department and perform specific duties. These are headed by a director or an
administrator and are responsible for the execution of all the field activities of
attached departments. The ministries have several autonomous, semi-autonomous
bodies representing the trend of decentralization for arriving at speedy decisions.
These autonomous and semi-autonomous public organizations work under the
supervision of the federal government. The main sectors under which these bodies are
working are financing, education and banking (InfoPak, 2011).
2.11.2 Provincial Government
There are four provinces of Pakistan. The members of the provincial
assemblies elect the chief minister. The chief minister works as a head of the
provincial government and governor as a head of province state appointed by the
president. There is a well-defined division of responsibilities between federal and
provincial governments but there are some functions upon which both can make laws
and establish departments for their execution. For example, the provincial
governments provide most of the public services in health, education, agriculture, and
communication sector. The federal government only makes national policy and
handles international aspects of those services (InfoPak, 2011).
The organization structure of the provincial government in many ways is
similar to those at center. There are provincial secretariat attached offices. The
workings of these organizations are similar as that of federal organizations with some
modifications and adjustments. At the top, chief minister is the head of the
government, whose chief staff is the chief secretary. The chief minister is the head of
provincial cabinet and controller of provincial ministries. The chief secretary is the
senior civil servant and the official head of the provincial secretariat. The deputy
secretary and additional secretary assist him and section officers assist the deputy and
additional secretaries (InfoPak, 2011).
45
The following figure presents the organizational structure of the public
organizations at the provincial level.
Figure 2.5 Provincial Government Structure
2.11.3 Local Government
The local government system consists of government at district levels.
Administratively, the divisional and district administrative officers head each
division, such as divisional coordination officer (DCO). The divisions are consisted of
districts and each district is headed by district officers who responsible to divisional
officers. The divisional coordination officer is responsible for the respective head of
ministry at the provincial level. There are 27 divisions and hundreds of districts in
Pakistan. At the divisional level, the Divisional Government Officer heads the
divisional organization in the respective province and similarly, District officer heads
the district in the respective division. The district officer reports to the divisional
office and divisional officer reports to the secretary of the respective provincial
organization. And the provincial secretary is responsible to the provincial minister of
the respective provice. Under present devolution system at local government level,
province is territorially divided into districts, which are again subdivided into
subdivisions or tehsils (InfoPak, 2011).
Chief Minister
Minister of Department Minister of Department Minister of Department
Chief Secretary
Secretary
of Department Secretary
of Department
Secretary
of Department
46
The Zila Nazims are being elected at the district levels of the local government
by the people. As a elected representative, he works in coordination with the
government officials of the government. The following organizational chart shows
government organizational structure at local government levels.
Figure 2.6 Local Government Structure
The political representative of the government are known as Zila Naszim
(Mayor) and heads the district government. All divisional and district officers work
under the supervision of Zila Nazim. The chief executive (Zila Nasim) administers the
district administration and performs administrative functions and powers as have been
assigned to him under the Local Government Ordinance, 2001. The district
coordinator assists him/her in carrying out the business of district government. The
district administration comprises the district offices of the provincial government. In
every tehsil there shall be a Tehsil Municipal Administration which shall be a body
corporate and consist of a Tehsil Nazim, Tehsil Municipal Officer, Tehsil Officers,
Chief Officers and other officials of the Local Council Service and officials of the
offices entrusted to the Tehsil Municipal Administration (InfoPak, 2011).
Zila Nazim
(Mayor of the Division)
District Coodination officer-
1
District Coordination
Officer-2
District Coordination
Officer-3
EDO
Department-1
EDO
Department-2
EDO
Department-3
47
2.12 E-Government Initiatives in Pakistan
In the last few years, the Ministry of Information Technology and EGD have
undertaken multiple e-government projects and have also many others under
implementation. This section will take stock of the status of e-government, including
the legislation, policies and actions taken. It also includes a list of projects completed
by EGD and Ministry of Information Technology in the federal government and
specifically by the Ministry of Information Technology. Before the establishment of
IT division, there was the Information Technology Commission in the Ministry of
Information Technology. The Commission had only one paid member and a small
secretariat and all other members were honorary, primarily from the private sector and
academia. In October 2002, the Federal Cabinet approved the conversion of
Commission into the EGD, as a concrete follow-up step to the policy (EGD, 2005).
Internationally, e-government is recognized as an enabler tool for achieving
good governance. It is increasing the ability of citizens and business people to gain
access to public services in an effective and cost-efficient manner. The maturity and
decrease in cost of technologies has made e-government an enabler tool of choice for
developing countries to advance quickly across multiple generations of technology
(EGD, 2005).
The federal Ministry of Information Technology of Pakistan realizing this
growing reality included e-government as a priority area in its first National
Information Technology Policy and Action Plan and the Federal Cabinet approved it
in 2000. The Ministry of Information Technology set the task of breaking the inertia
in the e-government area (EGD, 2005). The Ministry has implemented and sponsored
e-government projects in those organizations whose will, commitment and ownership
towards e-government systems could be won over successfully. Concurrently, the
Ministry strengthened its capacity by hiring technical experts as project managers and
also by establishing the EGD in October 2002, for generating greater focus on e-
government (EGD, 2005). The use of e-government at the different levels of the
government could be helpful in establishing effective and efficient governance in the
country. It increases responsiveness of the government sector in delivering public
services and bringing closer coordination between the different levels of government
48
organizations towards obtaining the good governance objectives. The EGD has
carried out a number of e-government projects, some of which have been
implemented and some of which that are under implementation. The scope of e-
government in the context of the Federal Government of Pakistan is defined as a
combination of internal e-enablement and the external provision of e-services to
stakeholders of the federal government (EGD, 2005). The following figure illustrates
the defined scope of e-government initiatives by the Government of Pakistan.
G2G
G2C
G2B
G2E
Figure 2.7 Scope of E-government Initiatives
In 1995, the Internet emerged in Pakistan. At that time only few large cities
were connected and the Internet user population was as small as few hundred users.
However, by 2007, users increased by more than 10 fold. Internet access has now
been made available to about 800 cities while the total number of users has now
reached 10 million (EGD, 2005).
2.12.1 E-Government Directorate
The EGD was established in pursuance of a decision by the federal cabinet in
October 2002. The government converted the Information Technology Commission
into a directorate and formed the EGD within the Ministry of Information
Technology (EGD, 2005).
GOVERNMENTS
FEDERAL GOVERNMENT OF
PAKISTAN
CITIZENS
EMPLOYEE
S
BUSINESS
49
The following chart shows the organizational structure of EGD of Pakistan.
The organizational chart of the EGD shows that a Chairman, which is known as the
chief executive officer of the organization, heads it.
Figure 2.8 Organizational Structure of EGD
The aim of EGD is to help public sector organizations to increase efficiency,
effectiveness and responsiveness with the use of ICT. The EGD is committed to
building a robust e-government framework to make the government more responsive
in delivering public services to citizens and businesses. The major focus of e-
government includes infrastructure development of government departments,
implementation of wide area networks, and maximum usage of technology in
delivering public services.
50
Following are the objectives of e-government (EGD, 2005).
1) Create more accountability and transparency in the public sector.
2) Modernize public services with connected government
Institutions at the various levels of government.
3) Communicate and work more effectively and efficiently.
4) Increase responsiveness of government sector in delivering public
services to the citizens, businessperson and civil societies.
5) Bring government close to citizen by providing them with easier
access to government.
Pakistan is in the early stages of implementing its e-governance. It seems to
be heading towards the Primary Rainbow e-Governance with Hierarchical
Government Model. The EGD has the primary responsibility for bringing about the
e-government transformation within the federal government with strong cooperation
and commitment from the various federal government organizations (EGD, 2005).
2.12.2 Types of E-Government Transactions
The e-government services focus on four main customers: citizens, the
business community, government employees, and government agencies. The e-
government aims to make interaction with citizens, businesses, government
employees, government agencies, and other governments in a more convenient,
friendly, transparent, inexpensive and effective manner. The e-government system
facilitates individuals to initiate a request for a particular government service and then
receive government service through the Internet or some computerized mechanism. In
some cases, the government service is delivered through one government office,
instead of many. In other cases, a government transaction is completed without direct
in-person contact with a government employee (EGD, 2005).
There are four types of e-governments: G2C, Government-to-Business (G2B),
Government-to-Employee (G2E), and Government-to-Government (G2G). The G2C
includes information dissemination to the public, basic citizen services such as license
renewals, ordering of birth/death/marriage certificates and filing of income taxes, as
well as citizen assistance for such basic services such as education, healthcare,
hospital information, and libraries. G2E includes services to their employees by
51
electronic means, such as online salary information and online transaction of salary
from the bank. G2B is aimed at creating online cooperation and coordination between
the government and business organizations. The government through electronic
means is providing many services that facilitate business people in running their
businesses in an effective manner, such as online tax payment, online inquiry related
to laws and regulations. G2G is aimed at establishing coordination between different
levels of government and between the government organizations for the electronic
exchange of information or documents that helps in making sound decisions and
increasing the transparency and efficiency in the functioning procedure and system of
government organizations (EGD, 2005). The following figure of e-government
infrastructure shows the model of interaction between the two governmental
organizations.
Figure 2.9 E-Government Model of Interaction.
Source: EGD, 2005.
52
The above figure demonstrates the intranet network connection of the public
organization with the government data centre.
The EGD has initiated a number of e-government projects, some of which
have been implemented and some of which are under the process of implementation.
The following table shows the classification of three types of e-government (i.e.,
G2G, G2B and G2C) which are functional in various public organizations (EGD,
2005).
Table 2.3 Classification of E-Government Projects Implemented
Name of e-Government Project Target Audience Classification
Automation of Prime Minister Secretariat,
Islamabad. Deployed June, 2006.
PM-Secretariat
Officials
G2G
E-Enablement of Islamabad police organization.
Deployed in March, 2007.
Federal
Government
G2G
E-Office application at Ministry of IT and its
replication to all divisions of Federal Government.
Deployed in June, 2007.
Federal
Government
G2G
E-service for submission of documents at
Securities and Exchange Commission of Pakistan.
Deployed in June 2006.
Business
Community
G2B
Registration and E-filing Tax Payment System.
Deployed in June, 2007.
Business
Community/
G2B
E-Service at Capital Development Authority.
Deployed June, 2008.
General Public. G2C
Online Processing of Hajj Applications. Deployed
in June, 2006.
General Public G2C
Online Recruitment for Federal Public Services
Commission. Deployed in June, 2006.
Job Seekers
G2C
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2.13 E-Government Drivers and Benefits
The e-government technology changes the conduct of the government to
interact with citizens, business organizations and other government organizations at
the various levels of government with the goal of increasing productivity. In its five
year planning strategy, the EGD has charted out the following expected outcomes to
achieve (EGD, 2005).
2.13.1 Increasing Efficiency and Transparency
The federal government organizations will have common applications,
automated high-impact core processes and e-services for citizens. All federal
divisions and many of the attached departments will be connected to a common
network thus enabling them to share information. Their internal efficiency,
effectiveness, and ability to provide services to citizens and businesses will increase
significantly. The transparency and accountability in government’s dealings with its
citizens will undergo a significant improvement (EGD, 2005).
2.13.2 Improving Quality of Decision Making
e-Government facilitates improving the quality of decision-making. The
continuous communication and interaction of government with its stakeholder such as
citizens, society associations and business organization contributes to improving the
decision-making process. Through active participation in political and government
discussions, citizens can contribute their own ideas and share their knowledge and
information. This sharing of knowledge and information assists in building trust in
government and improving their relationships between the government and the
governed. The appropriate use of shared data and information by all governmental
agencies and departments offer the possibility to make quick decisions and serve the
community better. However, the improvement in the speed and quality of decision-
making depends greatly on the willingness of government to be empowered with new
information and the capability of staff to process the large amount of information
(EGD, 2005).
54
The decreasing cost of ICTs has made deployment of e-government
technology easier for the developing countries. The growing maturity ensures that the
investment risk is lower. This coupled with the higher and ever growing access to
these technologies by citizens are the main drivers for e-government in the developing
countries. The following figure shows the drivers of e-government and main benefits
realized.
Figure 2.10 E-Government Drivers and Benefits
Source: EGD, 2005.
The upper part of the figure presents the main benefits of e-government and
the lower part exhibits the main drivers of e-government. The above figure
demonstrates that e-service for citizens, faster turnaround and higher transparency are
the main benefits which can be derived from the e-government technology and lower
cost of technology; increasing ways of access and mature technology are the main
drivers of the e-government technology. The five-year e-government strategy
planning was envisaged following benefits of e-government for bringing the
improvement and reforms in the public sector organization in Pakistan.
55
2.13.3 Increase Capacity of Government
ICT increases the capacity of government organizations in the delivery of
services to their stakeholders. The use of ICT for re-organization of internal
administrations communication, establishing inter-relationships between the
departments and easy flow of information offers substantial opportunities to increase
the capacity of government. The intranet network within the organization allows
different departments to share databases of common citizens, business organization
and government organizations and pool skills and capacities of their members for the
solution of problems. These facilities promise a faster flow of information and
capable public organizations make faster and better decision-making and better
service delivery to their stakeholders (EGD, 2005).
2.13.4 Financial Benefits to the Federal Government
Electronic documentation generates expense savings of multiple copies of the
same document that is printed or photocopied. It is estimated that each government
document is copied six times on average. The savings of electronic documentation are
significant under such circumstances. In addition, paper files and documents require
physical storage floor space. The electronic documents also enable savings of physical
floor space in offices (i.e., availability of electronic copies of books, periodicals). It is
estimated that it is possible to reduce stationary costs by at least 15% and that of
printing/publication costs by 7.5% (EGD, 2005).
2.13.5 Productivity Improvement
In government organizations, government officials spent much of their time on
routine administrative matters and manual retrieval of information from paper files
and documents. Electronic search and retrieval will not only result in enhancing
productivity of the government employees’ but also significantly contribute toward a
reduction in expenditure. Many studies have established the fact that implementation
of e-government systems do ensure that government functionaries spend less time on
routine administrative matters and more on high value-add functions like strategic
thinking and streamlining the service delivery capability and reach of the government
(EGD, 2005).
56
2.13.6 Improve Efficiency and Effectiveness
The efficiency and effectiveness of government organization can be improved
by supporting the process through IT. Efficiency means doing things right to complete
the steps of the process faster, while effectiveness means doing the things right which
involves changing the administrative process, excluding unnecessary steps and
reducing the load of administrative work (EGD, 2005).
2.13.7 Increase Transparency and Accountability
Transparency and accountability in government can be supported by standardizing
processes and allowing monitoring of the flow of work. Every step of a process is
captured including audit information through a secure system of the person involved.
The periodic reports against Key Performance Indicators (KPIs) as well as real time
reports for exceptions increase the accountability of employees (EGD, 2005).
2.13.8 Deliver Public Services to Citizens Efficiently and Cost Effectively
The eventual goal of the e-government strategy is to enable the public
organizations and to offer an increased portfolio of public services to citizens in an
efficient and cost effective manner. The efficiency comes through a good alignment
of efficient internal government processes with points of truth (interfaces) with
citizens. In the case of Pakistan, cost effectiveness not only includes the cost of
initiating the process but also the ability to access the services. Today, e-government
technogoloy allows developing countries like Pakistan to leapfrog over multiple
generation of technology to deliver public services to citizens and businesses in a
cost-effective manner (EGD, 2005).
In this age of innovation and technology, the e-government technology is
deemed as powerful tool for the human development and essential to the achievement
of internationally agreed development goals. Today, many countries are experiencing
its transformative power by revitalizing public administration, overhauling public
management, fostering inclusive leadership and moving civil services towards higher
efficiency , transparency and accountability. They recognize e-government as a way
of realizing the vision of a global information society (Zukang , 2010).
57
2.14 Conceptual Framework
The following conceptual framework has been developed for this research
study. The first framework demonstrates the research model of the research in which
dependent and independent variables have been indentified, and the second
framework illustrates the contingent factors of good governance and public
organization.
.
Independent variable Dependent Varaible
Figure 2.11 Research Model
The above research model demonstrates the independent and dependent
variables and in the middle shows main variables of public organization. The research
model presents the affect independent variable on the dependent variable
Good
Governance
E-government
Technology
Leadership
Strategic
Planning
Communication
Coordination
Accountability
Administrative
Procedure
58
Following conceptual framework demonstrates e-government as a means of
achieving good governance.
Outcome
Enhance Delivery
Capacity
Enhance Institutional
Capacity
Figure 2.12 Research Conceptual Framework
The above conceptual frame work demonstrates the variables of E-Government,
Good Governance and Public Organization.
Leadership Strategic
Planning
Public Accountability
Coordination
Communication
Administrative
Procedure
Accountability
Transparency
Rule of Law
Effectiveness and
eEfficiency
Responsiveness
Strategic
Vision
Participation
Good
Governance
Organization
Instant Information
Access
Streamline
interaction
Empowerment
of Employees
Improving Capacity-
planning Management
Improving
Service delivery
Improving
decision-making E-Government
Improves quality of
public services
Enhances capability
of organization
Enhance trust in
government
59
2.15 Relationships between the Variables
2.15.1 E-Government to Public Organization
Figure 2.13 Variables Relationships of E-government and Public Organization
The above figures shows that relationships between E-Government and Public
organizations.
Improving
capacity planning
Management
Strategic Planning
Information access Information
Technology
Empowerment of
Employees
Public
Accountability
Improving
decision-making
Effective
Leadership
Streamline
interaction
Communication
Streamline
interaction
Coordination
60
2.15.2 E-Government to Good Governance
Figure 2.14 Variables Relationships of E-government and Good Governance
The above figure shows the relationships of variables between E-Government
and Good Governance.
Instant
Information access
Transparency
Improving
decision-making
Effectiveness and
Efficiency
Empowerment of
employee
Accountability
Improving service
delivery Responsiveness
Simplify
Government
procedure
Rule of Law
61
2.16 Hypotheses
H1. Effective capacity planning management has positive impact on strategic
vision process of the public organization.
H2. Empowerment of employees significantly increases accountability of the
public organization. The higher degree of empowerment, the stronger is the level of
accountability.
H3. Improving decision-making significantly improves the efficiency of the
leadership of the organization.
H4. Streamline interaction has positive impact on improving the
communication and coordination process of the organization. The higher the
streamlining of interaction, the higher the level of co-ordination.
H5. Instant information access positively affects in increasing the transparency
of the organization. The more access to available information, the higher level of
transparency.
H6. Improving service delivery has positive impact on enhancing
responsiveness of the organization.
H7. Simplifying government procedures significantly promote the following
up of rules and regulations of the organization.
H8. Streamlining of interaction significantly enhances the participation of the
various units of the public organization.
CHAPTER 3
RESEARCH METHODOLOGY
The chapter presents and justifies the research methods used in this research
study. It is aimed to describe how the data have been collected and analyzed, what
research methods have been used to collect the data, and what research techniques
have been used to analyze that data. In this research study, quantitative and
qualitative methods have been applied.
3.1 Introduction to Research Methods
Generally, there are two broad approaches for conducting research study, the
quantitative approach and qualitative approach. Quantitative research was an early
form of research applied in the natural sciences. This approach is concerned with the
phenomenon which one can observe and measure in some way, and many observers
have made such observations repeatedly. The qualitative research is related with
finding the answers to questions that begin with why, how and in what way.
Qualitative research is related with developing explanations for social phenomenon
while, on other hand, quantitative research is more related with the questions about
how many, how much, how often, and to what extent.
Qualitative research is an inductive approach to develop theory while
quantitative research is a deductive approach. It tests theories which have been
already developed (Creswell, 2003). In quantitative research, the aim is to determine
the relationship between an independent variable and a dependent or outcome variable
in a population. Quantitative research designs are either descriptive in which subjects
are usually measured once or experimental in which subjects are measured before and
after a treatment (Kumar, 2005).
63
Quantitative research is concerned with quantifying relationships between
variables. The variables are things such as weight, performance, time, and treatment.
The relationship is expressed between variables using effect statistics, such as
correlations, relative frequencies, or differences between means (Creswell, 2003).
3.2 Unit of Analysis
The unit of analysis is one of the most important elements of research study.
In social sciences, there are several units of analysis commonly used including:
individuals, groups, organizations, social artifacts, and social interactions. In the unit
of analysis, the researcher has to indentify the focus of research area, where he or she
is carrying out his or her research study. The unit of analysis is the major entity that
one analyzes in a study (Neuman, 1999).
In this research, the units of analysis are public organizations. The research
study has focused those public organizations where e-government technology (i.e.
G2G, G2B and G2C) is used to serve the respective stakeholders of the government.
The research study has taken samples population of eight public organizations where
e-government technology is used for achieving good governance.
3.3 Operational Definitions
According to the research requirement, the independent and dependent
variables need to be defined in the research. The independent and dependent variables
are defined for the purpose explaining the meaning of these variables used in the
research. The following tables presents the operational definitions of the dependent
and independent variables. Table 3.1 presents the operational definitions of the
independent variables and table 3.2 presents the operational definitions of dependent
variables.
64
Table 3.1 Operational Definitions of Independent Variables
The above table demonstrates the operational definitions of the dependent
variables. It has defined the G2G, G2B, G2C, and public organization. The definition
explained the meaning of each variable used in research study.
Table 3.2 Operational Definition of Good Governance Indicators
Variables Operational Definition
Public Organization An organization owned and controlled by government.
Good Governance
(dependent variable)
Governance as the sum of activities and processes shaping the
use of power within the institutional units of national state.
(Independent Variable)
G2G
e-Government is the electronic sharing of data and/or
information systems between government agencies,
departments or organizations.
G2C e-Government is the communication link between a
government and private individuals or resident.
G2B
e-Government is the online non-commercial interaction
between local and central government and the commercial
business sector.
Variables Operational Definition
Transparency
Participation
Processes, institutions and information are directly accessible
to those concerned with them, and enough information is
provided to understand and monitor them.
The involvement of department and agencies in policy and
decision-making processes.
Rule of Law The follow up of rules and regulations in the decision-
making and actions of government organizations.
Responsiveness Timely response of the enquiry or exchange of information
between the government department and organizations.
Accountability Responsibility of government departments and organizations
toward their decisions and actions.
Efficiency & Effectiveness The competency of government organizations in carrying out
various functions of the departments in a less period and in a
useful manner.
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The above table demonstrates the operational definitions of dependent variable
used to measure the good governance. There are seven independent variables of Good
Governance. The definitions explain the meaning of each variable used in the research
study.
3.4 Population and Sampling
In social research, the participation of people in research is taken under study
for the purpose of collection of data. The group of people which is selected for study
is often called the population of the study. A sample is a group of people that is
selected for a research study. When one samples units or people, it supplies one or
more responses. A response is a specific measurement value that a sampling unit
supplies. Researchers receive the responses from the respondents of the sample
population. There are different types of sampling which are used according to the
requirement of research study (i.e., random sampling, stratified random sampling,
systematic random sampling, cluster random sampling and multi-stage sampling
(Bobbie, 1990).
In this research study, the sample population of eight public organizations
have been taken under study, where G2G, G2B and G2C e-government applications
are functional in the public organizations. The sample size of 80 has been collected on
each form of e-government. A research survey instrument has been used for the
collection of data. The “Good Governance Evaluation Cards” have been used for
conducting the survey of the targeted population. A total sample size of 240 has been
collected from the related federal organizations, where these three forms of e-
government are functional. Key respondents are the government personnel who have
been using e-government at the different levels of federal government organizations
and have been involved in online interaction using e-government applications with the
purpose of establishing good governance.
66
3.5 Scale Construction
A scale is defined as a composite measure which is constructed based on an
intensity structure among items comprising the measure. In the scale construction,
response patterns across several items are scored (Scott and Xie, 2005). The
measurement method developed by Rensis Likert, “Likert scaling”, represents a more
systematic and refined means of constructing a scale of measurement. The term Likert
scale is associated with a question format that is frequently used in contemporary
survey questionnaires. The respondents are asked to indicate whether they “strongly
agree”, “agree”, “disagree”, “strongly disagree” or are “undecided”. Likert scaling
also lends a straightforward method of index construction (Scott and Xie, 1999).
The identical response categories are used for several items intended to
measure a given variable and each item can be scored in a uniform manner. For
instance, with five response categories, score 0 to 4 or 1 to 5 might be assigned while
taking the direction of the item into account. Each respondent would be assigned an
overall score representing the summation of the scores received for his or her
responses to the individual items. The Likert method is based on the assumption that
overall scores based on responses to the many items that seem to reflect the variable
under consideration provides a reasonably good measure of the variable. A Likert
scale is the most widely used scale in survey research (Scott and Xie, 1999).
The Urban Governance Initiative (TUGI) is a UNDP project to promote good
governance in Asia Pacific. TUGI has introduced a new scale of measurement for
measuring the level of good governance that is known as “Good Governance Report
Card”. The report card is an evaluation tool designed to assess the level of good
governance. The report card employs nine core characteristics to evaluate the good
governance of the unit of analysis at local or national level (UNDP, 2003). The level
of good governance is graded by using five point Likert scales (UNDP, 2003).
67
Table 3.3 Five Point Likert Scale
The above table displays the grading scale used in grading the questionnaires
by the respondents. The scale consists five level of grading from 5-1. Five is the
highest grading score and 1 is the lowest grading score.
3.6 Research Validity
The validity determines whether the research truly measures what it is
intended to measure or how truthful the research results are. The researcher generally
determines validity by asking a series of questions, and often looks for answers in the
research of others. The validity is the extent to which a construct measures what it is
supposed to measure. The measurement validity is the degree of fit between a
construct and indicators of it (Scott and Xie, 1990). It refers to how well the
conceptual and operational definitions mesh with each other. The better the fit
between construct and measure, the greater is the measurement validity. For example,
the measure of morale (i.e., the question about the feelings towards school) might be
valid for measuring the morale of teachers but invalid for measuring the morale of
police officers. The validity is more difficult to achieve than reliability. Because
researchers cannot have absolute confidence about validity but some measures more
valid than others (Scott and Xie, 1990).
Scale Grading Levels
5 Very Good
4 Good
3 Moderate
2 Poor
1 Very Poor
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The validity is part of a dynamic process that grows by accumulating evidence
over time and, without it, all measurement becomes meaningless. The following
approaches can be used to assess measurement validity:
1) The first approach is validity. It is easiest type of validity to
achieve and the most basic kind of validity is the face validity. It is a judgment by the
scientific community that the indicators really measure the construct. In other words,
it addresses the question: On the face of it, do people believe that definition and
method of measurement fit?
2) The other approach is content validity. This is a special type of face
validity. This approach addresses the question in full content of a definition
represented in a measure. The content or face validity of a scale asks whether the
scale items are truly measuring what they are supposed to measure (Kumar, 2005).
In this research study, seven indicators of good governance have been used to
measure the construct. These indicators are standard indicators for the evaluation of
the good governance presented by the UNDP. The research study has applied these
standard indicators as variables to measure the contribution of e-government towards
good governance. In other words, these indicators are valid indicators to measure
good governance.
3.7 Research Reliability
The extent to which results are consistent over time and an accurate
representation of the total population under study is referred to as reliability and if the
results of a study can be reproduced under a similar methodology, then the research
instrument is considered reliable. The reliability is necessary for validity and is easier
to achieve than validity. Although the reliability is necessary in order to have a valid
measure of a concept but it does not guarantee that measure is valid. A measure can
produce the same result over and over has reliability but what it measure may not
match the definition of the construct has no validity (Neuman, 1999).
The validity and reliability are usually complementary concepts, but in some
special situation, they conflict with each other, such as high reliability but low
validity. The reliability is easiest to achieve when the measure is precise and
69
observable and it is difficult to achieve when the construct has a highly abstract
definition and not easily observable. For example, alienation is an abstract, highly
subjective construct, often defined as a deep inner sense of loss of one’s humanity that
diffuses across the many aspects of one’s life (Neuman, 1999).
The reliability is the consistency of one’s measurement, or the degree to which
an instrument measures the same way each time as it is used under the same
conditions with the same subjects. In short, it is the repeatability of a researcher’s
measurement. A measure is considered reliable, if a person's score on the same test
given twice is similar. It is important to remember that reliability is not measured but
it is estimated. The key question in research is the reliability of results. After all,
largely that is what a research is looking for independent and objective results that
reflect reality (Neuman, 1999).
Accordingly, this research study has attempted to seek the reliable source of
obtaining data. The data is collected from the sample population, who are directly
involved in the e-government operational activities. If the data is collected repeatedly
from the same target population by using same scale of measurement presented in
good governance evaluation form, the research will bring the same outcomes.
3.8 Data Collection
The data for this research study is collected from the eight public
organizations where the e-government technology is used for conducting online
interaction within the government organization and across the organizations with the
citizens and business organizations. The data have been collected by using “Good
Governance Evaluation Card” from the key respondents.
The key respondents are government officials who are using e-government
technology for conducting online interaction and the managers of e-government
technology in each public organization. The data have been gathered on each form of
e-government from the key respondents in the public organizations who are
performing the various functions in the organization by using e-government
technology. The data have also been collected from the EGD and annual documentary
reports issued by it.
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These e-government projects have been implemented in various federal public
organization. The key respondents have been approached for the collection of samples
on each form of e-government. In addition to that, an informal interview has been
conducted with the e-government project managers in each organization who have
been supervising these e-government projects since implementation in the respective
organizations.
3.8.1 Pattern of Data Collection
The research study covers three forms of e-government. On each form of
government, 80 samples have been gathered from the related targeted population. The
data have been collected from the government officials of the public organizations
who are using and dealing with e-government activities, such as e-government
application users, e-government managers. For the Government-to-Government
(G2G) form of e-government, the data have been collected from the public
organization officials who are interacting by using e-government technology for the
purpose of correspondence or official transactions within and with other government
organizations. In this e-government sector, 80 samples have been gathered from the
following public organizations.
Table 3.4 G2G E-government Organizations
Government
Organization
Target Audience E-government Sector
Automation of Prime
Minister Secretariat,
Islamabad.
PM Secretariat Officials G2G
E-Enablement of Senate
and National Assembly of
Pakistan.
National Parliament G2G
E-Office application at
Ministry of IT and its
replication to all divisions
of Federal Government.
Federal Government G2G
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The above table shows three G2G e-government organizations. The first G2G
organization is Prime Minister Secretariat. It provides online interaction with other
government organization for the correspondence and exchange of documents required
by the prime minister’s office. It facilitates in coordination of functions of
organizations and delivers the important directives issued by the prime minister’s
office. The e-enabled senate and national assembly facilitate the online
correspondence between the parliament officials and parliament and senate members.
The E-office application a software suit has been implemented in the Ministry of
Information technology for the back and front office support in the organization. It
facilitates the electronic correspondence with the different department or units of the
organization and online interaction with other government organizations. In future it
will replicated in all government organizations.
For the Government-to-Business (G2B) form of e-government, the data have
been collected from the public organizations that are using e-government technology
for interaction with businesspersons and business organizations for providing
tgovernment. In this form of e-government, 80 samples have been gathered from the
each following public organization.
Table 3.5 G2B E-Government Organizations
The data have been collected from government officials of the public
organizations who are using and dealing with e-government activities, such as e-
government application users, e-government managers. The above table shows two e-
government public organizations having had online interaction with the business
Government Organization Target Audience E-Government
Sector
E-service for submission of documents at
Securities and Exchange Commission of Pakistan.
Business
Community
G2B
Online taxation payment for business and
Industrial Organizations.
Business
Community
G2B
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organizations. Fist e-government organization is providing the online services
regarding the submission of documents to the business person and business
organizations and second e-government organization is providing online service to
the business persons and business organizations for the payment of taxes.
For the Government-to-Citizen (G2C) form of e-government, the data have
been collected from the public organizations who are using e-government applications
for the purpose of providing information and services to the citizens and civil
society. In this form of e-government, 80 samples have been gathered from the
following public organizations.
Table 3.6 G2C E-government Organizations
E-Government Organizations Target Audience E-Government
Sector
PAK-Customs Organization General Public. G2C
Online processing of Hajj applications and
status tracking for arrangements for Hajj.
General Public G2C
Online recruitment for Federal Public
Services Commission.
General Public
G2C
The data have been collected from the government officials of the public
organizations who are using and dealing with e-government activities, such as e-
government application users, e-government managers. The above table shows three
e-government public organizations providing online services to the citizens. The Pak-
custome organization is providing online information regarding the custom duties to
be paid on the items when they are being exported or imported. Besides that it also
facilitate the citizens to track their shipment to the destination.
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The second e-government public organization “Ministry of Religious Affairs”
is providing online service to citizens for pilgrimage application. It allows the citizens
to submit online their applications for the pilgrimage and track the status of
application to the results of list of accepted applicants.
The third e-government public organization “Federal Public Service
Commission is providing the online service to the citizens specially the employment
seekers. E-Government organization allows applicant to see the job online
advertisement about the jobs and its requirements and apply for the job through online
application process
3.8.2 How to Use Good Governance Evaluation Form
Step 1: Identify the major groups of public organizations who have adopted e-
government technology for increasing the capability of organization in enhancing
good governance.
Step 2: Select a representative sample of respondents from these public
organizations to administer the questionnaire form.
Step 3: Grade the performance of the respondent by awarding points (1 point
“very poor" 2 for “Poor” 3 for “Moderate”, 4 for “Good” and 5 for "very good"). As
in the selection of indicators, grading can be done by a simple survey.
3.9 Data Analysis
In most social research, the data analysis involves three major steps done in
roughly this order: 1) Data Preparation, 2) Descriptive Statistics, and 3) Interferential
Statistics. The data preparation involves checking the data in, checking the data for
accuracy, entering the data into the computer, transforming the data, and developing
and documenting a database structure that integrates the various measures. In this step
of data preparation, the data is arranged for logging into the SPSS software for the
purpose of analysis. The data is logged in by specifying nominal and ordinal measures
for the each variable in the software and, values and label names are assigned to the
variables.
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Descriptive statistics are used for describing the basic features of the data in a
study. It provides simple summaries about the sample and the measures. It forms the
basis of virtually every quantitative analysis of data together with simple graphic
analysis. The descriptive statistics simply describing what the data is and what the
data shows. The descriptive statistics simply is used to describe what is going on in
the data and it presents quantitative description in a manageable form (Scott and Xie,
2005).
In a research study, it may have many measures or may measure a large
number of people on any measure. The descriptive statistics helps researchers to
simplify a large amount of data in a sensible way. Each descriptive statistic reduces
many data into a simpler summary. The descriptive statics are used for obtaining a
detail description of data in summaries and means along with graphic analysis to seek
the view of whole data in a manageable form and simplification of data in a sensible
manner (Neuman, 1999).
3.10 Measuring of E-Government
Measuring and evaluating e-government progress has been the priority of
developing countries. Government are increasingly asked to determine the benefits of
using information and communication technologies in governmental administration to
enable internal and increase the effectiveness of government actions. In response to
this demand countries has used range of measurement and tools to justify e-
government investment, assess the impacts and better meet citizens and business
expectations. Therefore measuring the e-government progress is at the heart of
developing countries. In this research study the e-government is measured by using
three indicators of essential importance in terms on online services. The following
table displays the three categories of E-Government. Each category of e-government
has been measured by using these three types of e-Services.
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The category of each e-government sector is providing, such as E-Governance,
E-Services and E-knowledge mentioned in the table.
Table 3.7 Categories of E-government Sectors and Services
Sectors E-Governance E-Services E-Knowledge
Government-to-
Government
Facilitate
communication
among government
agencies to
enhance
interrelationships
among agencies
Exchange files
between agencies;
provide internal
government
services
Intergovernmental
access to
government
information
systems
Government-to-
Business
Providing
businesses with
opportunities to
give input on
business
regulations
Make payments,
file for licenses,
download files
needed for
business, etc
Deliver information
relevant to specific
business needs
Government-to-
Citizens
Encouraging
citizens to become
involved in
participatory access
to the political
process through
online discussion
forums, chat
rooms, etc
Provide electronic
opportunities to
conduct activities
such as making
payments or
obtaining
consulting services
for individuals
Provide
information about
governmental
activities that are
important to
citizens
The indicators e-governance, e-service and e-knowledge have been used to
measure the e-government technology used in three categories of public sector
organizations. The effectiveness of indicators has been assessed based on the scale
mentioned in table 3.8.
The indicators E-Governance, E-Service and E-knowledge are used to
measure the e-government Technology used in three categories of public sector
organizations. The effectiveness of indicators has been assessed based on scale
mentioned in the following table 3.8.
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E-Governance is measured in terms of online engagement to the citizens,
facilitating businesses and facilitating electronic communications between
government organizations, E-Service is measured in the context of online services by
the government and E- knowledge is used in terms of provision and access of
information to the citizens, businesses and government organizations. The following
framework shows the indicators for the measurement of e-government sectors.
Figure 3.1 Indicators for the Measurement of E-government
The above figure shows the main three indicators which are used to measure
the three sectors of e-government services. The framework is consisting of three
indicaors i.e E-Governance, E-Service and E-knowledge.
Method of Analysis: The E-Government is evaluated by using E-government
Evaluation Form. The form is consisted of questions, each question is measured by
using five point likert scale as it has been used in the evaluation of good governance.
The study has surveyed the websites of each sector organization and evaluated
them in terms of these three indicators and graded them according to the extent of e-
governance, e-service and e-knowledge services provided by each e-government
sector.
E-Government
E-Governance
E-Service
E-Knowledge
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3.11 Measuring of Good Governance
Keeping in view the potentiality of e-government technology, it can assists in
enhancing the good governance capability of public organizations. The following
indicators have been used to measure the good governance capability of the public
organization.
Figure 3.2 Indicators for the Measurement of Good Governance
The above figure illustrates the seven indicators of good governance. Under
the heading of each indicator, four questions have been framed in the questionnaire
form for grading the level of enhancement of each indicator.
Method of Analysis: The Good Governance is measured by using “Good
Governance Evaluation Form”. The form is consisted of 24 questioners and it has
been distributed to the respondents for grading them according to their perception.
The Good Governance has been analyzed by using following three steps.
1) Work out the percentage score of each respondent (total points per
respondent divided by maximum score possible [20] multiplied by 100) for each core
characteristic (e.g., participation, equity, transparency, accountability, etc.) by using
following formula percentage [total ÷ 20 x 100].
Good
Governance.
Transparency
Effectiveness
& Efficiency
Participation
Accountability Rule of Law
Responsiveness
Strategic
Vision.
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2) Work out the total score and percentage of overall performance of
government in enhancing good governance capability by adding up the score for each
core characteristic by using following formula. Total (percentage = total ÷ 180 x 100).
3) Assess the effectiveness e-government in enhancing the good
governance based on the following scale.
Table 3.8 Scale for Assessment of Good Governance Effectiveness
Assessment Scale Good Governance Effectiveness
85%-100% Very good (Keep it up)
65%-84% Good (But still room to improve)
50%-64% Fair (Can do much better)
35%-49% Poor (More commitment and effort needed)
Below 35% Very poor (Something is drastically wrong)
Source: UNDP, 2003.
The above table shows the scale of measurement for assessing the
effectiveness of Good Governance. The scale 85%- 100% demonstrates the very
good level of Good Governance, 65%-84 demonstrates good level of Good
Governance, 50%-64% demonstrates the fair level of Good Governance, and 35%-
49% demonstrates poor level of Good Governance and below 35% demonstrates very
poor level of Good Governance of the organization.
CHAPTER 4
DATA ANALYSIS AND RESEARCH FINDINGS
This chapter presents the results of research findings derived from the data
analysis by using quantitative and qualitative methods. In the quantitative analysis,
the data have been analyzed using given formulae for measuring the level of good
governance. The analysis of the data and research findings are presented in the form
of tables and figures. The quantitative analysis of data is conducted in five steps. The
qualitative analysis the data have been synthesized from the survey reports and other
documents published by accredited international organizations on e-government. e-
Government (G2G, G2B and G2C) is measured by using three indicators, e-
governance, e-service and e-knowledge on the basis of provision of delivery of related
information and service to citizens, business organizations and between governmental
organizations. The measurement of the good governance followed five steps:
Step 1: Descriptive statistics have been used for creating summary data.
Step 2: Analysis of good governance effectiveness in each form of
e-government organizations (G2G, G2B, and G2C) has been conducted by using
following formula (percentage [total ÷ 20 x 100]).
Step 3: Comparative analysis has been conducted of indicators of good
governance in each form of e-government by tables and figures.
Step 4: The total effectiveness in each indicator of good governance has been
assessed using following formula total (percentage = total ÷ 180 x 100).
Step 5: The total good governance effectiveness in each form of e-government
(G2G, G2B and G2C) has been assessed by using following formula (average = sum
of total grading score ÷ total number of indicators).
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4.1 Descriptive Analysis
In this step of analysis, the collected data have been uploaded into SPSS
software and descriptive statistics tests have been used to explore the data. The
descriptive statistics is aimed to summarize the data set. The descriptive test is used to
summarize the data that is collected from the sample target population of the public
organizations. The following table display the samples collected from e-government
organization against each indicator of good governance.
Table 4.1 Descriptive Statistics of Data
Table 4.1 demonstrates the total number of samples collected during the
research survey from the public organizations. The table demonstrates samples for
each indicator of good governance. The research study has taken seven indicators
under study and data have been collected on the basis of these indicators. The table
shows that for each indicator 240 samples have been collected from the targeted
population.
The following table displays the summary of the data samples collected during
the survey from the e-government organizations. The table displays the samples of
data by e-government sector organizations as well as by indicators. The following
table displays the summary of data from two dimensions, i.e., e-government sector
wise and good governance indicator wise.
Good Governance Indicators Samples Size
Accountability 240
Transparency 240
Efficiency 240
Rule of law 240
Responsiveness 240
Participation 240
Strategic vision 240
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Table 4.2 Summary of Data
Table 4.2 contains the list of indicators of good governance and types of e-
governments sectors such as G2G, G2B and G2C. The above table presents the
numbers of samples collected from each form of e-government organization. The
table demonstrates that for each e-government sector (G2G, G2B and G2C), 240
samples have been collected. The research study has investigated three forms of e-
governments organizations (G2G, G2B, and G2C). Table 4.2 shows 80 samples
collected from G2G e-government organizations, 80 samples collected from G2B e-
government organizations and 80 samples collected from G2C e-government
organizations. The samples collected from three types of e-government organization
have make total of 240 sample size. The above sample size collected from the e-
government organizations, where the e-government technology is used for the good
governance purpose. The data have been collected by conducting survey from
targeted public organizations. The researcher personally visited each respondent for
conducting survey to make sure that he understand the questions and have been
answered in the right manner.
Good
Governance
Indicators
E-Government Organizations
(Number of Cases)
G2G G2B G2C
Accountability 80 80 80
Transparency 80 80 80
Efficiency 80 80 80
Rule of Law 80 80 80
Responsiveness 80 80 80
Participation 80 80 80
Strategic Vision 80 80 80
Total 240 240 240
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4.2 Analysis of Good Governance
In this step of analysis, the effectiveness of indicators of good governance
have been analyzed in each form of e-government (G2G, G2B, and G2C) separately.
4.2.1 G2G E-Government Organizations
The data is gathered from those public organizations that are using G2G e-
government within the departments or units of organizations and between the other
government organizations for the purpose of correspondence or official business
transactions. The researcher collected 80 samples from three public organizations.
Following the first step of analysis, first formula [total/ 20*100] is used for
determining the enhancement level of each indicator of good governance. The
following table displays the score in each indicator of good governance in G2G E-
Government organizations.
Table 4.3 Analysis of G2G E-Government Organizations
Table 4.3 shows the result of G2G e-government organizations. The result
indicates that the accountability enhanced 67.25%, transparency enhanced 69.25%,
efficiency and effectiveness enhanced a 70.25%, and strategic vision enhanced 67%.
The enhancement levels of these indicators demonstrate a good level of enhancement
to good governance, but still there is room for improvement. Moreover, results in the
Good Governance Score Scale of Measurement
Accountability 67% 65%-84% Good
Transparency 69% 65%-84% Good
Effectiveness & Efficiency 70% 65%-84% Good
Responsiveness 52% 50%-64% Fair
Rule of Law 52% 50%-64% Fair
Participation 50% 50%-64% Fair
Strategic Vision 67% 65%-84% Good
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table reveal that the responsiveness enhanced 52%, rule of law enhanced 51%, and
participation enhanced 50%, which demonstrates a fair level of enhancement in these
indicators of good governance. The following figure demonstrates the levels of good
governance effectiveness in the G2G e-government organizations.
Figure 4.1 Enhancement in G2G Organizations
F igure 4.1 is primed from the result displayed in the table 4.3. The above
figure displays each indicator of good governance with a different color. The white
bar indentifies transparency, blue bar indentifies efficiency, orange bar indentifies
accountability, and purple bar indentifies strategic vision. The high bars demonstrate
good level of enhancement in these indicators of the good governance. Similarly, the
green bar indentifies responsiveness, brown bar indentifies rule of law, and light blue
bar indentifies participation. These bars demonstrate a fair level of enhancement in
these indicators of good governance. Figure 4.1 demonstrates that the G2G e-
government has enhanced efficiency, transparency, accountability and strategic vision
at the good level, and demonstrates a fair level of enhancement in responsiveness, rule
of law and participation towards good governance.
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4.2.2 G2B E-Government Organizations
In the G2B form of e-government, the data is gathered from those public
organizations that are involved in delivering e-government services to business
organizations. On this form of e-government, 80 samples have been gathered from
two public organizations. The first formula percentage [total/ 20*100] is applied for
determining the enhancement level of each indicator of good governance. The
following table shows the result obtained on G2B e-government.
Table 4.4 Analysis of G2B E-Government Organizations
The result in table 4.4 illustrate that in the G2B form of e-government, the
accountability has enhanced 65.75%, the transparency has enhanced 70%, the
effectiveness and efficiency has enhanced 68.75%, which demonstrates a good level
of improvement, but there is still room to improve. Moreover, the result displays that
the strategic vision has enhanced 63%, responsiveness has enhanced 48%, rule of law
has enhanced 51.50%, and participation has enhanced 50.75%, which demonstrates a
fair level of enhancement in these indicators of good governance.
G2B E-Government. Score Scale of Measurement
Accountability 65% 65%-84% Good
Transparency 66% 65%-84% Good
Effectiveness and
Efficiency
68% 65%-84% Good
Responsiveness 48% 35%-49% Poor
Rule of Law 51% 50%-64% Fair
Participation 50% 50%-64% Fair
Strategic Vision 63% 50%-64% Fair
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The following figure demonstrates the level of good governance enhancement
in G2B e-government organizations.
Figure 4.2 Enhancement in G2B Organizations
Figure 4.2 is prepared from the results obtained in the table 4.4. The figure
shows the different color for each indicator of good governance. The orange bar
indentifies accountability, the white bar indentifies transparency, and blue bar
indentifies efficiency. The bars levels of these indicators demonstrate good level of
enhancement. Similarly, the green bar indentifies responsiveness, brown bar
indentifies rule of law, light blue bar indentifies participation, and purple indentifies
strategic vision, which demonstrates fair level of enhancement. The figure
demonstrates that the G2B e-government has enhanced efficiency, transparency and
accountability at the good level of good governance; and enhanced responsiveness,
rule of law, participation and strategic vision at the fair level of the good governance.
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4.2.3 G2C E-Government Organizations
On the G2C form of e-government, the data is gathered from the public
organizations. The researcher has collected 80 samples from those public
organizations who are engaged in delivering the e-government services to citizens and
civil society. The first formula has been applied [total/ 20*100] for determining the
enhancement level of each indicator of good governance. The following table shows
the result obtained on G2C e-government.
Table 4.5 Analysis of G2C E-Government Organizations
The results in table 4.5 demonstrate that in the G2C form of e-government, the
accountability has enhanced 54%, transparency has enhanced 58%, effectiveness and
efficiency has enhanced 61%, and the strategic vision has enhanced 57%, which
demonstrates a fair level of enhancement. Moreover, the results show that the
responsiveness has enhanced 45%, rule of law has enhanced 46%, and participation
has enhanced 42%, which demonstrates a poor level of improvement in these
indicators of good governance.
G2C E-Government. Grading
Score
Scale of Measurement
Accountability 54% 50%-64% Fair
Transparency 58% 50%-64% Fair
Effectiveness and
Efficiency
61% 50%-64% Fair
Responsiveness 45% 35%-49% Poor
Rule of Law 46% 35%-49% Poor
Participation 42% 35%-49% Poor
Strategic Vision 57% 50%-64% Fair
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The following figure demonstrates the level of enhancement in G2C e-
government organizations.
Figure 4.3 Enhancement in G2C Organizations
The above figure is derived from the results obtained in table 4.5. The figure
displays different colors for each indicator of good governance. The orange bar
indentifies accountability, white bar indentifies transparency, blue bar indentifies
efficiency, and purple color indentifies strategic vision, which demonstrates a fair
level of enhancement in these indicators of good governance. Similarly, the green bar
indentifies responsiveness, brown bar indentifies rule of law, and light blue bar
indentifies participation, which demonstrates a poor level of enhancement. Figure 4.3
demonstrates that the G2C e-government has enhanced efficiency, transparency and
accountability to the fair level; and enhanced rule of law, participation and strategic
vision at the poor level of enhancement in good governance.
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4.3 Comparative Analysis of Good Governance Indicators
In this step of analysis, the comparative analysis has been conducted of the
obtained results from the first analysis of good governance in the each form of e-
government organizations. The obtained scores in all three forms of e-governments
have been compiled in a single table and provide a comparative look at the
improvement level in each form of e-government. Table 4.6 displays the comparative
look at the obtained scores in all three forms of e-governments organizations.
Table 4.6 Comparative Analysis of Good Governance Indicators
Good Governance
Indicators
G2G
E-Government
G2B
E-Government
G2C
E-Government
Accountability 67% 65% 54%
Transparency 69% 66% 58%
Efficiency and
Effectiveness
70% 68% 61%
Responsiveness 52% 48% 45%
Rule of Law 52% 51% 46%
Participation 50% 52% 42%
Strategic Vision 67% 63% 58%
The results shown in the above table provide a comparative look at the
obtained result in the each indicator of good governance by all three forms of e-
governments organizations. The results reveal that the accountability has enhanced
67% in G2G and 65% in G2B, which demonstrates a good level of enhancement,
while in G2C it has enhanced 54%, which demonstrates a fair level of enhancement.
Transparency has enhanced 69% in G2G and 66% in G2B, which demonstrates a
good level of enhancement, while in G2C, 58% demonstrates a fair level of
enhancement. Similarly, the efficiency in G2G has enhanced 70% and 68% in G2B,
which demonstrates a good level of enhancement, while 61% in G2C demonstrates a
fair level of enhancement in these indicators of good governance. Moreover, the table
displays that the rule of law in G2G has enhanced 52% and 51% in G2B, which
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demonstrates a fair level of enhancement, while in G2C; the score of 46%
demonstrates a poor level of enhancement. The table shows that the responsiveness in
G2G has enhanced 52%, which demonstrates a fair level of enhancement. The
responsiveness in G2B has enhanced 48%, and in G2C it has enhanced 45%, which
demonstrates a poor level of enhancement. The participation in G2G has enhanced
50%, and 52% in G2B, which demonstrates a fair level of enhancement, while in G2C
42% demonstrates a poor level of enhancement. Similarly, the strategic vision in G2G
has enhanced 67%, which demonstrates a good level of enhancement, while in G2B it
has enhanced 63% and 58% in G2C, which demonstrates a fair level of enhancement
in these indicators of good governance. The following figure presents the comparative
analysis of good governance indicators in all forms of e-government organizations
under study.
Figure 4.4 Comparative Analysis of Good Governance Indicators
Figure 4.4 is derived from the data obtained in table 4.6. The figure presents
the comparative view of obtained scores of each indicator of good governance in all
three forms of e-governments organizations. Each bar represents the form of e-
government. The blue bar represents G2G, the green bar represents G2B, and the
orange bar represents G2C form of e-government organizations.
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The accountability bars demonstrate that the G2G has a higher accountability
than G2B, and G2B has a higher accountability than G2C. The transparency bars
demonstrate that the G2G has a higher transparency than G2B, and G2B has a higher
transparency than G2C. The efficiency bars demonstrate that the G2G has a higher
efficiency than G2B, and G2B has a higher efficiency than G2C. The responsiveness
bars demonstrate that the G2G has a higher responsiveness than G2B, and G2B has a
higher responsiveness than G2C. The rule of law bars demonstrates that the G2G has
a higher rule of law than G2B, and G2B has a higher rule of law than G2C. The
participation bars demonstrate that the G2C has a higher participation than G2G, and
G2G has a higher participation than G2C. Similarly, the strategic vision bars
demonstrate that the G2G has a higher level of strategic vision than G2B, and G2B
has a higher level of strategic vision than G2C.
4.4 Enhancement in Each Indicator of Good Governance
In the third step of analysis, the effectiveness of good governance has been
analyzed. The second formula, total (percentage = total ÷ 180 x 100), has been
applied to the data. In this step of data analysis, the total grading scores of all indictors
of good governance have been determined. It is analyzed by adding up the total score
for each indicator, divided by the maximum score obtained from the data samples.
The following table shows the total effectiveness of each indicator of good
governance in all forms of e-government organizations.
Table 4.7 Total Enhancement in each Indicator of Good Governance
Good Governance
Indicators
Level of Effectiveness
Accountability 62% Fair
Transparency 64% Fair
Efficiency and Effectiveness 66% Good
Responsiveness 48% Poor
Rule of Law 49% Poor
Participation 48% Poor
Strategic Vision 62% Fair
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The results of table 4.7 display the total level of enhancement in each indicator
of good governance. The results illustrate that the efficiency and effectiveness has
enhanced 66%, which demonstrates a good level of enhancement towards good
governance. Moreover, the transparency has enhanced 64%, accountability has
enhanced 62%, and strategic vision has enhanced 62%, which demonstrates a
moderate level of enhancement. However, the responsiveness enhanced 48%, rule of
law has enhanced 49%, and participation has enhanced 48%. The enhancement level
in these indicators demonstrates a poor level of enhancement, and requires more
commitment and effort. The following figure demonstrates the total enhancement in
each indicator of good governance in all forms of e-government organizations.
Figure 4.5 Total Enhancement in each Indicator of Good Governance
Figure 4.5 is derived from the result obtained in table 4.7. The figure shows
total effectiveness of each indicator in enhancing good governance. The figure
demonstrates that there is a good level of enhancement in efficiency, while
accountability, transparency, strategic vision is enhanced at the fair level. However,
the rule of law, participation and responsiveness demonstrate a poor level of
enhancement to good governance.
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4.5 Good Governance Enhancement in E-Government Organizations
This step of analysis is of critical importance because it provides the outcome
of research objectives planned in the research study. In this step of analysis, the
effectiveness of good governance has been assessed in each e-government sector
organization. Good Governance is assessed through summing up the obtained grading
scores of all indicators in each e-government sector and good governance
effectiveness calculated separately. The following table demonstrates the good
governance enhancement in each form of e-government.
Table 4.8 Good Governance Enhancement in each E-Government Sector
E-Government
Sector
Good Governance Effectiveness
G2G E-Government 61% Fair
G2B E-Government 59% Fair
G2C E-Government 52% Fair
Table 4.8 indicates good governance effectiveness in each form of e-
government separately. The table shows that good governance has enhanced 61% in
the G2G e-government organizations, 59% enhancement in G2G e-government
organizations, and 52% in G2C e-government organizations. According to the good
governance measurement scale, the fair level of enhancement is considered a
moderate level of enhancement in good governance. However, the table shows
variation in the grading levels of enhancement in each e-government sector
organizations. G2G e-government sector shows the higher level of enhancement in
comparison to G2B and G2C sector organizations.
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The following figure has been derived from the above table’s results. It
demonstrates the total good governance enhancement in each form of e-government
organizations.
Figure 4.6 Good Governance Enhancement in each E-Government Sector
Figure 4.6 displays the total effectiveness of good governance in each form of
e-government organizations. The blue bar indentifies that there is 61% effectiveness
in the G2G e-government organizations, which demonstrates a moderate level of
enhancement in good governance. The green bar indentifies that there is 59%
effectiveness in the G2B e-government organizations, which demonstrates a moderate
level of enhancement in good governance. Similarly, the orange bar indentifies that
there is 52% effectiveness in the G2C e-government organizations, which also
demonstrates a moderate level of enhancement in good governance.
4.6 Research Findings
This research dissertation is consisted of eight hypotheses. The research Each
hope thesis is analyzed on the basis of result obtained in the above five steps of
data analysis. The research findings are presented by following each hypothesis.
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H1. Effective capacity planning management has a positive impact on
strategic planning process of the organization.
The above hypothesis explains that effective capacity planning management
improves the strategic vision of the organization. It is asserted that e-government
technology enhances the capacity of planning management of the public organization
and, consequently, it improves the strategic vision process of the organization.
The obtained result in the fifth step of analysis shown in table 4.7
demonstrates that there is a 62% level of enhancement in strategic vision. The
strategic vision of the organization is related with strategic planning management of
the organization. The related public organizations can use e-government technology
for obtaining reliable sources of information for developing long-term and short term
planning for the country. The following figure shows the enhancement level in
strategic vision towards good governance. The strategic is represented by the purple
color.
Figure 4.7 Enhancement in Strategic Vision
Figure 4.7 demonstrates that the strategic vision has enhanced 62%. According
to the measurement scale of good governance (50%-64% = moderate), the outcome of
62% demonstrates the moderate level of enhancement to the good governance.
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Therefore, it is concluded from the obtained result in the above figure that H1
hypothesis is accepted and it asserts that e-government technology increases the
planning capacity of the organization and thus enhances the strategic vision of the
public organization.
H2. Empowerment of employees significantly increases accountability of
the organization. The higher degree of empowerment, the stronger
is the level of accountability.
The above hypothesis illustrates that empowerment of the employees enhances
the accountability of the public organization. The concept of empowerment is based
on the idea that giving employees resources, authority, opportunity and motivation
holds them responsible for the outcomes of their actions and decisions, which
contributes to competence and satisfaction of the employees. It is asserted that e-
government technology facilitates employees’ and authority to use available resources
of the organization and consequently makes them responsible for their actions and
decisions. It is asserted that e-government technology empowers employees through
their authority and empowerment of the employees enhances the accountability of the
public organizations. The result obtained in the fifth step of analysis shown in table
4.7 demonstrates that there is 62% level of enhancement in accountability. The orange
bar in following figure demonstrates the level of enhancement in accountability
towards good governance.
Figure 4.8 Enhancement in Accountability
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The above figure shows that e-government technology has enhanced 62%
level of accountability of the public organization. According to the measurement of
scale of good governance (50%-64% = fair), accountability demonstrates a fair level
of enhancement. Consequently, it is concluded that H2 hypothesis is accepted and it
demonstrates that e-government technology empowers employees and thus
empowerment of employees enhances the accountability of the public organization.
H3. Improving decision-making significantly improves the efficiency of
the leadership of the organization.
The above hypothesis illustrates that the improvement in decision-making
increases efficiency and effectiveness of the organization and consequently it
improves the effectiveness of the leadership. It is asserted that e-government
technology facilitates the availability of the timely and useful information required for
making timely and sound decisions. The availability of useful information to decision
makers helps them to make sound decisions regarding the different matters of the
government business operations and find solutions to problems. Consequently, the
improvement in decision-making increases the effectiveness and efficiency of the
leadership as well of the public organizations. The obtained result in the fifth step of
analysis shown in table 4.7 demonstrates that there is 66% level of enhancement in
the efficiency. The blue bar in the following figure demonstrates the level of
enhancement in efficiency toward good governance.
Figure 4.9 Enhancement in Efficiency
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Figure 4.9 demonstrates that e-government technology has enhanced 66%
level of efficiency of the public organization, which is highest score of all indicators
of good governance. According to the measurement scale of good governance (65%-
80% = Good), the Efficiency demonstrates a good level of enhancement to good
governance. Therefore, it is concluded that H3 hypothesis is accepted. It asserts that e-
government technology helps in bringing improvement in the decision-making
process and thus enhances the efficiency of leadership of the public organization.
H4. Streamline interaction has positive impact on improving the
communication and coordination process of the organization. The
higher streamlining of interaction, the higher is the level of
co-ordination.
The above hypothesis illustrates that the streamlining of the interaction
between the different units or departments can improve the communication and
coordination process of the organization. It is asserted that e-government technology
facilitates streamlining the interactions between the several departments or units of
the organization. This interaction is conducted through the electronic exchange of
information within organization. The improvement in streamlining the interaction
helps in improving the communication and coordination process within the
departments or units of the organization and thus it increases the competency of the
organization in carrying out the various functions of the organization in a useful
manner. Consequently, the improvement in the communication and coordination
processes within or between the organizations result in the enhancement of
effectiveness of the functional operations of the public organizations. Therefore, it is
concluded that streamlining of interaction between departments can improve the
communication and coordination process of the organization. The obtained result in
the fifth step of analysis shown in table 4.7 demonstrates that there is 66% level of
enhancement in the efficiency.
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The blue bar in the following figure demonstrates the enhancement level of
efficiency.
Figure 4.10 Enhancement in Effectiveness
Figure 4.10 demonstrates that e-government technology has enhanced
efficiency 66%, which is at the good level, higher than other indicators of good
governance. According to the measurement scale of good governance (65%-80% =
Good), the efficiency demonstrates the good level of enhancement. Therefore, it is
concluded from the result that H4 hypothesis is accepted. It asserts that e-government
technology helps in streamlining the interaction within the organization and
consequently it improves the communication and coordination process within the
organization.
H5. Instant information access positively affects in increasing the
transparency of the organization. The more access to available
information, the higher is level of transparency.
The above hypothesis illustrates that gaining access to instant information
increases the transparency of the actions and decisions of the organization. It is
asserted that e-government technology has potential to provide instant access to
information available in the database of the organization. Consequently, instant
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accesses to information makes transparent the actions and decisions related to the
concerned parties and consequently enhances the transparency of the organization.
The obtained result in the fifth step of analysis shown in figure 4.11
demonstrates that there is 64% level of enhancement in the transparency. The white
bar in following figure exhibits the level of transparency.
Figure 4.11 Enhancement in Transparency
Figure 4.11 demonstrates that e-government technology has enhanced
transparency 64%, which demonstrates a fair level of enhancement. According to the
measurement scale of good governance (50%-64 = fair), 62% is a fair level of
enhancement. Therefore, it is concluded that H5 hypothesis is accepted and, on the
basis of results shown in the above figure, it is asserted that e-government facilitates
in enhancing the transparency of the public organizations.
H6. Improving service delivery has positive impact on enhancing
responsiveness of the organization.
The above hypothesis illustrates that the improvement in service delivery
enhances the effective response of the organization. It is asserted that e-government
technology possesses potential to bring improvement in service delivery of the
organization. This improvement in service delivery can be conducted through the
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electronic means to their stakeholders of the government, i.e., society and business
organizations. Consequently, effective service promotes effective responses and
effective responses help in improving the service delivery of the organizations.
The obtained result in the fifth step of analysis shown in figure 4.12
demonstrates that there is 48% level of enhancement in responsiveness. The green bar
demonstrates the level of enhancement in responsiveness of the public organizations.
Figure 4.12 Enhancement in Responsiveness
Figure 4.12 demonstrates that e-government technology has enhanced 48%
responsiveness of the organization. According to the Good Governance measurement
scale (35%-49% = poor), the score 48% is a poor level of enhancement. Therefore, it is
concluded that H6 hypothesis is rejected.
H7. Simplifying government procedures significantly promote the
follow-up of rules and regulations of the organization.
The above hypothesis demonstrates that the simplification of government
procedures can help in following up of the rules and regulations. It is asserted that e-
government technology has the potential to simplify the procedures of organization
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and consequently that simplified procedure makes it easier to pursue the rules and
regulations of the organization.
The obtained result in the fifth step of analysis shown in figure 4.13
demonstrates that there is 49% level of enhancement in the rule of law. The red bar
demonstrates the level of enhancement in rule of law towards good governance.
Figure 4.13 Enhancement in the Rule of Law
Figure 4.13 demonstrates that e-government technology has enhanced 49%
rule of law in the public organization. According to the good governance
measurement scale (35%-49% = Poor), 49% score is a poor level of enhancement in
this indicator. Therefore, it is concluded that H7 hypothesis is rejected.
H8. Streamline of interaction significantly enhances the participation of
the various units of the public organization.
The above hypothesis illustrates that making the interaction streamline
enhances the involvement of various departments or units of the organization in
carrying out the various functions of the organization. It is asserted that e-government
technology has the capability to streamline the interaction of the various departments
or units and consequently it enhances the participation of the various units or
departments within the organization. The obtained result in the fifth step of analysis
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shown in figure 4.14 demonstrates that there is 47% level of enhancement in
participation. The light blue bar demonstrates the level of enhancement in
participation towards the good governance.
Figure 4.14 Enhancement in the Participation
Figure 4.14 demonstrates that e-government technology has enhanced the
participation 48% in the public organization. According to the good governance scale
of measurement (35%-49% Poor), 48% is a poor level of enhancement. Hence, H8
hypothesis is rejected.
The research findings of the above eight hypothesis has been analyzed on the
basis of results obtained in the five steps of data analysis. It has been found from the
research findings derived from eight hypotheses that e-government technology has
brought a moderate level of enhancement in accountability, transparency, efficiency,
effectiveness, and strategic vision indicators of the good governance; but it has found
a poor level of enhancement in the rule of law, participation, and responsiveness
indicators of good governance. It is concluded from the above research findings that
the application of e-government technology has brought some level of enhancement
in the good governance of the organization.
103
4.7 Analysis of E-Government
E-Government is analyzed in terms of three types of e-governments (G2G,
G2B and G2C). The study has taken three indicators to measure the levels of each
type of e-government. These indicators are e-governance, e-service and e-knowledge.
Each sector type of e-government is measured in terms of three categories of e-
government services. The following table shows the levels of e-government services.
Table 4.9 Levels of E-Government Categories of Service
E-Government
Sector
E-Governance E-Service E-Knowledge
G2G 58% 56% 55%
G2B 55% 53% 50%
G2C 40% 45% 55%
The result in the above table demonstrates that in the G2G e-government
sector, there is 58% e-governance service, 56% e-service, and e-knowledge 55% level
of effectiveness, which according to the scale of effectiveness shows a moderate level
of effectiveness in the e-governance category of e-government.
The G2B e-government sector shows the 55% in e-governance, 53% in e-
service, and 50% in the e-knowledge categories of e-government. According to the
assessment scale of effectiveness, all categories of e-government services show a
moderate level of effectiveness. Similarly, in the G2C e-government sector, the e-
governance service level is 40%, e-service level is 45%, and e-knowledge level is
55%.
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In this category of e-government sector, the e-knowledge shows a moderate of
level of effectiveness, but the e-governance and e-service demonstrates poor level of
effectiveness. The following figure is derived from the result shown in the above
table.
Figure 4.15 Levels of E-Government Categories of Service
Figure 4.15 presents the level of e-government services in three main e-
government sectors. The blue bar presents the G2G e-government, the red bar
presents the G2B e-government, and green bar presents the G2C e-government.
4.8 Qualitative Research Findings
In this part of research findings, the secondary sources of data are referred to
for supplementing the quantitative part of the research findings. This secondary data
have been collected from the survey reports and documents published by the
accredited international organizations on e-government and good governance of the
developed and developing countries.
105
The first document referred to is the “E-Government Toolkit for Developing
Countries” published by UNESCO in 2005. This toolkit aims to expose concepts
behind e-government and strengthen the understanding of all those involved in
planning and execution of e-government projects. It offers an action framework
involving all the stakeholders in developing nations including parliamentarians,
government executives, institutions as well as non-governmental organizations and
guides them through the various phases of their e-government initiatives (Susanne,
2005).
The toolkit presents an analytical report on the application of e-government
technology for the purpose of establishing good governance in developing countries.
The report states that the governance refers to the manner in which government
exercises power in managing the social and economic resources of a country. Good
governance involves a wide range of activities (i.e., accountability, transparency,
efficiency, rule of law, participation, responsiveness, and strategic vision). The
application of IT is the facilitator in the processes of good governance.
Good governance involves a multifaceted approach, and the application of
ICT is one enabler of good governance. e-Government technology enables the
government to deliver a wide range of services such as: issuing ration cards, motor
licenses, land records, health service and education services in a timely, efficient,
economical, equitable and transparent manner. This is evidenced by the examples of
Bhoomi project in Karnataka state of India and the Bahiya project in Brazil, where the
utilization of ICT has demonstrated enough potential to attain the above-mentioned
objective and hasten the pace of development of their respective countries (Susanne,
2005)
The second document referred to is the United Nation’s “UN e-Government
Survey 2008: From e-Government to Connected Governance”. It discusses the
application of e-government technology in the public sector organization of the
developed and developing countries. This survey has demonstrated that e-government
has emerged as a globally recognized rubric for bringing reforms in public sector
organizations. The countries have been competing in their efforts to create new
technologies and enhance organizational capacities with the purpose of achieving
good governance capability (Bertucci, 2008).
106
The survey has exemplified the specific national experiences that emerged
from retrospective e-government studies over the past 10-15 years. In this broad
assessment, the study focused on the phases of e-government strategy and the major
challenges facing the public sector organizations and all stakeholders in pursuing e-
government technology. In the infrastructure area of e-government, the imperatives
published by OECD in 2003 provide a holistic approach to e-government across the
public sector by taking into account experiences of the countries. It states that from
mid-1990s, the countries with leadership and commitment at both the political and
administrative level have benefited from e-government technology (Bertucci, 2008).
Canada’s flagship government online initiatives have demonstrated the
broader policy agenda known as Connecting Canadians. This program has been
designed to spread Internet access to individuals, communities and schools. Similarly,
in South Africa, the e-government leaders at the provincial levels reflected those areas
already endowed with advanced digital infrastructure providing a suitable platform for
government to foster an online presence. In the context of participation, Scotland has
established a Future Forum in the parliament, where elected officials, external experts
and less affiliated citizens are engaged in discussion in order to generate fresh
thinking on long-term societal challenges (Bertucci, 2008).
This evidence demonstrates that the expansion of online interaction of the
public and elected officials in new ways results in greater discourse and invovlement.
The greater participation and inclusiveness of all stakeholders through e-government
technology enhances the governance capability of the government in the country
(Bertucci, 2008: 80).
Efficiency is obtained when costs are reduced and the same output is achieved.
Back office integration by the application of e-government technology brings
improvement in the procurement process. Consequently, the improvement in the
process reduces the input and increases output (Bertucci, 2008).
In Switzerland, the reforms of the federal government could be seen as
evidence of administrative simplification and optimizing staff management.
Qualitatively, the efficiency gains can be observed in the improvement of decision-
making by having timely and instant access to information. The OECD has
107
indentified service improvement and efficiency as key drivers in back office
integration (Bertucci, 2008).
In United Kingdom, the efficiency agenda of government is focused on the
reduction of duplication and reduction in cost through the integration of the back
office and the development of shared services such as human resource and finance.
Consequently, the reduction in duplication and cost generate additional resources for
frontline delivery and is an easy way to persuade both the public and politicians to
buy into e-government. The e-government technology provides solutions to
empowerment through providing wider access to services (Bertucci, 2008).
The modernization of the organization is generally characterized as the move
to customer-centric models of service delivery for the public sector organization. This
is linked to the cost efficient delivery of services through embracing new technologies
and new ways of thinking. The integration of back office functions to drive down
costs improves efficiency and improves service delivery. The cost reduction and
improvement in service delivery are common features of modernizations. The
modernization linked to the New Public Management (NPM) model and the advent of
Digital Governance (DEG) is modernizing the influence of NPM and moving towards
holistic, customer-centric solutions (Bertucci, 2008).
The third document is the “e-Government Survey, 2012” done by the United
Nations. This survey has been conducted at the regional and global level. This study
has used a benchmark methodology to analyze e-government development in respect
of delivery of information and service in Southern Asian countries. It compared the e-
government development index and e-government development ranking in terms of e-
government services provided with other developing countries in the Asian region.
The progress in online service delivery service has been increasing around the world
in most of the countries.
E-Government 2012 survey has found that many countries have taken major
initiatives to put ICT in place for the benefit of the people, enhance the efficiency of
public sector, and streamline governance systems to support sustainable development
(Zukang, 2012).
108
All the countries of the Southern Asian region fall into the lower half of e-
ready countries. The user uptake for the majority of the population of India,
Bangladesh, Bhutan, Pakistan and Nepal with e-government development levels
ranges from 0.2664 to 0.3829. Maldives (0.4994) leads in the region followed by Iran
(0.4875) and Sri Lanka (0.4357). The user can find information on service procedures
as how to obtain driver licenses, obtain ID cards and register vehicles (Zukang, 2012).
In the sphere of e-government service in Southern Asia, the Government of
India has made substantial efforts in the last few years to overcome the challenges,
including that of connectivity to its 70% rural population. Similarly, Pakistan is also
providing more e-services. In line with the Government of Pakistan’s policy to
digitize e-services, the Multi-biometric e-Passport project aims at improving
transparency in the public sphere (Zukang, 2012).
The following table displays the survey’s findings regarding e-government
development in Southern Asia and shows the ranking of e-government development
in the Southern Asian region.
Table 4.10 World E-Government Development Ranking of the Countries
E-Government Development Index World E-Government
Development Ranking
Country 2012 2010 2012 2010
Maldives 0.4994 0.4392 95 92
India 0.3829 0.3567 125 119
Iran 0.4876 0.4234 100 102
Sri Lanka 0.4357 0.3995 115 117
Bhutan 0.2942 0.2598 152 152
Pakistan 0.2823 0.2755 156 146
Bangladesh 0.2991 0.3028 150 134
Nepal 0.2664 0.2568 164 153
Afghanistan 0.1701 0.2098 184 168
Source: Zukang, 2012.
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The above table shows the e-government development index and e-
government ranking in the world of the countries in the Southern Asian region. The
table demonstrates that in the e-Government Development Index of 2010, Maldives
ranked 92nd and in 2012, 95
th. In the sourthern region of Asia, Maldives is ranked at
the top position in the e-government development context, whereas India is placed in
100th position, after Maldives. Similarly, in the e-government development ranking,
Pakistan is placed in 146th positions, and in the year 2012, it has been placed in 156
th
position. Figure 4.16 is derived from the data mentioned in the above table. The figure
presents the world e-government development ranking of countries in Southern Asia.
The highest number demonstrates the lowest ranking of the country in the e-
Government Development Ranking.
Figure 4.16 World E-Government Development Ranking of the Countries
Figure 4.16 shows Afghanistan, Nepal, Bangladesh, Pakistan and Bhuttan as
the lowest ranking countries in the Southern Asian region. In 2012, Pakistan’s
National Database Registration Authority (NDRA) introduced a chip-based e-passport
that would secure the identity of citizens. The survey named Pakistan as one of first
countries in the world to issue the multi-biometric e-passport complaint with ICAO
standards. In analyzing the progress of online service delivery, the e-government of
survey 2012 assessed four different types of indicators (Zukang, 2012).
110
These encompass information such as documents on laws, policies across the
sectors education, health, finance, social welfare and labor; public services such as
taxes, fines, licenses; e-participation information and services, which provides a
conduit for these kinds of information and services to flow from the government to
the citizens (Zukang, 2012).
The survey found that of 61 countries, nearly one third provides e-
participation policy online, whereas most of these are developed economies where e-
participation is well rooted. Among others, countries such as Senegal, Pakistan, India,
Nicaragua and China are in the group (Zukang, 2012). The following table displays
the level of online delivery service in various countries at the same group level.
Table 4.11 Levels of Online Service Delivery (%)
Country E-
information
E-consultation
E-decision
Making
Total
Pakistan 50 8 0 11
India 25 14 17 15
China 25 14 33 17
Guatemala 50 19 0 19
Liechtenstein 25 22 0 19
Source: Zukang, 2012.
The above table demonstrates that Guatemala, Liechtenstein and Pakistan
provide 25%-50% of e-information but zero in considering citizen’s views. Overall,
fewer countries provide evidence of active citizen participation in decision-making.
The table shows that India is providing substantial online services i.e. 25% e-
information, 14% e-consulation, 17% e-decision make it total 15% online services to
the citizens. In comparison to that China is providing 25% e-information, 14% e-
consultation and 33% e-decision which is higher than Indian. It makes total 17%
online services, which is higher than Indian online services.The following figure is
111
derived from the data mentioned in the above table. The following figure presents the
levels of e-service delivery by the various countries.
Figure 4.17 Levels of Online Service Delivery
Figure 4.17 demonstrates that Pakistan and Guatemala are highest in e-
information service delivery in the group of above countries, while India, China, and
Liechtenstein are providing lowest e-information service delivery. In the group, India
and China are the only countries who are providing three above-mentioned e-service
deliveries.
It is concluded from the “e-Government Survey, 2012” that member states
have started their journey from a decentralized single purpose organizational model of
e-government to an integrated unified whole-of-government model for the people.
The approach supports the strengthening of institutional linkages with interconnected
departments and divisions. It supports the greater efficiency and effectiveness of
governance systems and increases the capability of providing better public service
delivery. However, it found that the efforts of countries at all levels are still affected
by a lack of integration of administrative simplification with an e-government
development plan, lack of infrastructure and human resource capacity, and a gap
between e-services supply and demand (Zukang, 2012).
CHAPTER 5
CONCLUSIONS AND RECOMMENDATIOINS
This chapter is includes the conclusions and recommendations of the
dissertation. It presents the comprehensive summary of the research dissertation and
presents the research findings derived from the data analysis. It also presents the
summary outcome of hypothesis findings. Finally, chapter presents the proposed
framework and recommendations for enhancing the good governance capability of
public organizations.
5.1 Summary
The Government of Pakistan, realizing the potential benefits of the IT for the
development of the country, has embraced IT as a key to modernizing public
organizations. IT has been adopted with the aim of broad-based involvement of the
key stakeholders in running the affairs of government.
Since the inception of the Information Age, developing countries such as
Pakistan have been striving for bringing the improvement in the functional efficiency
and effectiveness of public organizations. Currently, good governance has been the
main objective of the government to improve the administration of the country. For
attaining the goal of modernizing the public organizations with the aim of improving
their functional efficiency and effectives IT is adopted as tool for development. This
goal has been embraced in the establishment of EGD and the formulation of e-
government strategy by the federal government. Besides that, government
organizations at the provincial and district levels have also started the journey of
modernizing their public sector organizations with the purposes of improving
functional efficiency and effectiveness in the business operation of government and
enhancing good governance capability at the federal and provincial levels of
government.
113
Moreover, the establishment of EGD by the federal government, which has
facilitated the federal government administration, and the establishment of the District
Information Technology Office (DITO) at the district government level under the
Public Sector Development Programs (PSDP), are worthwhile initiatives for the e-
government development of Pakistan. The EGD with the aim of modernizing public
organizations has embarked upon the implementation of e-government technology in
the various government organizations and uptill now EGD has implemented e-
government technology in various public organizations.
This research has focused its study on investigating the impact of e-
government technology in improving the governance system of public organizations.
The research study has covered three sectors of e-government organizations that have
been using e-government technology, including G2G, G2B and G2C.
This PhD dissertation research has analyzed the roles of e-government
technology in enhancing the good governance capability of public organizations. The
researcher adopted both quantitative and qualitative approaches to complete the
research study. In quantative approach, a survey instrument is used to collect the data
from targeted population organizations and in qualitative approach, the annual reports
publised by accredited international organization has been analyzed to support the
first approach. In the data analysis, five steps have been used to assess the roles of e-
government technology on the good governance. This research dissertation is
consisted of eight hypotheses and the research findings have been elaborated by
following the hypotheses. It is concluded from the research findings illustrated in the
chapter four that out of the eight hypothesis, five (H1 to H5) have been accepted and
the last three hypotheses (H6 to H8) have been rejected.
The research findings have concluded that the e-government technology has
brought a moderate level of enhancement in the good governance capability of the
public organizations but still substantial efforts are needed for enhancing the good
governance of the public organizations. In the final part of research, the research has
proposed a framework and recommendation for enhancing good governance of the
public organizations.
114
Table 5.1 presents the outcomes of the hypotheses findings derived from the
data analysis. The table displayed that H1-H5 hypotheses are accepted and while H6-
H7 hypotheses are rejected. Each of hypothesis is assessed according to measurement
scale of good governance. The following table displays the summary of hypotheses’
outcomes.
Table 5.1 Summary of Hypotheses Outcomes
Hypotheses Enhancement
Level
Outcomes
H1. Effective capacity planning
management may improve strategic
vision of the public organization.
Strategic Vision
62% = Moderate
(50%-64% =
Moderate)
Accepted
H2 Empowerment of employees may
enhance public accountability of the
public organization.
Accountability
62% = Moderate
(50%-64% =
Moderate)
Accepted
H3 Improving decision-making may
increase efficiency of the leadership of
public organization.
Efficiency
66% = Good
(65%-80% = Good)
Accepted
H4 Streamline interaction may improve
the communication and coordination
process of the pubic organization.
Effectiveness
66% = Good
(65%-80%=Good)
Accepted
H5 Instant Information access may
improve the transparency of the actions
of the public organization.
Transparency
64% = Moderate
(50%-64% =
Moderate)
Accepted
H6 Improving service delivery may
promote effective responsiveness of
the public organization.
Responsiveness
48% = Poor
(35%-49% = Poor)
Rejected
H7
Simplifying government procedure
may promote the follow up of rules
and regulations of the public
organization.
Rule of Law
49% = Poor
(35%-49% = Poor)
Rejected
H8 Streamline interaction may enhance
the participation of the various units of
the public organization.
Participation
47% = Poor
(35%-49% = Poor)
Rejected
115
The research findings in all eight hypotheses have demonstrated that e-
government technology has substantially improved the strategic vision,
accountability, efficiency and transparency at the moderate level of enhancement.
However, there is poor level of enhancement with respect to responsiveness, rule of
law and participation in the public organizations.
The research findings demonstrate that e-government demonstrates a
substantial impact in enhancing the good governance capability of public
organizations. It has played the role of improving strategic vision, the role of
enhancing accountability, the role of enhancing efficiency, and the role of enhancing
transparency at the moderate level of good governance. However, it still requires
more effort and commitment from top level of management of the government for
bringing more improvement in the good governance capability of public
organizations.
The research findings derived from the hypotheses have also demonstrated
that there is a poor level of enhancement in the three areas of governance. This study
suggests the investigation into factors caused poor level of enhancement in the
participation, responsiveness and rule of law.
5.2 Overall Enhancement in Good Governance
The outcomes of the above eight hypotheses demonstrate the affect of e-
government technology on the good governance indicators as displayed in table 5.2.
In order to know the overall impact of e-government technology on the good
governance of public organizations, the research study has analyzed overall
enhancement in good governance in all e-government sector organizations. It has been
found from the analysis that e-government technology has enhanced a moderate level
of good governance in all e-government sector organizations.
116
The following table shows the total effectiveness of good governance in
overall e-government organizations.
Table 5.2 Overall Enhancement of Good Governance
Table 5.2 shows that e-government technology has enhanced 57% level of
good governance capability, since e-government technology has been implemented in
the various public organizations. The following figure is derived from table 5.2 and
demonstrates the overall effectiveness of good governance in the public organizations.
Figure 5.1 Overall Enhancement in Good Governance
Good Governance Indictors Overall Enhancement in Good
Governance
Accountability 62%
57%
Transparency 64%
Efficiency 66%
Responsiveness 48%
Rule of Law 49%
Participation 48%
Strategic Vision 62%
117
The red bar in the above figure signifies the overall enhancement in good
governance of the public organizations that are using e-government technology. It is
concluded from the figure that e-government technology has enhanced 57% level of
effectiveness in the good governance of the public organizations. According to the
good governance’s scale of measurement, 57% enhancement is at the moderate level
of enhancement and it requires more effort and commitment from the government
leadership to bring it to the good and very good level of enhancement.
5.3 Proposed Framework
The following figure demonstrates the proposed framework for enhancing the
good governance capability of public organizations. The following framework has
been developed for enhancing the good capabilities of the public organizations with
the application of e-government technology.
Figure 5.2 Proposed Framework
E-
Government
Technology
Public
Organization
Good
Governance
Top Leadership
involvement
High
Investment
Viable
infrastructure
Institutionalization Computer literacy
Chang
Management
Effective
implementation
118
The framework displays a traingular relationships between e-government,
good governance and public organizations. The proposed framework has highlighted
critical hindrances that have affected the good governance capability of the public
organizations. The research outcome concludes that the use of e-government
technology in the public organization can enhance the good governance capability of
the public organizations.
The above framework shows the six factors which are of essential importance
to overcome them for creating a viable enviroment to reap the benefits from the
application of information technology. These factors have been diagonized from the
informal interview with e-government managers of the public organization. These are
illustrated in the following manner.
Top Leadership involvement: Top leadership involvement plays an
important role in bringing the change and effective adoption of the change in the
organization. In the public organization the resistance of bureacracy to change has
been a commonly observed phenomenon. In the e-government adoption process, the
public organizations are prone to the resistance of bureaucracy. This unneccessary
resistance observed because of increasing transparency and accountabilty in their job
functions by the applicatin of e-government technology. Bureaucrats routinely show
their relutance to reforms and changes in organizations in order to protect their
weakenesses and loophooles. Therefore, they create hinderances in the adoption
process of change which may increase transparency and accountability of the
bureaucracy.
Change Management: The change management is the discipline of IT
service management. Change management theory also plays a critical role in the
adoption process of change in the organizations. Change management is the strutural
approach of tranisition from the current state to the desired state of organization. It is
observed that there is serious lack of commitment from the top management in
bringing the positive perception for application of e-government technology. There is
a need of structural changes in the organization for bringing the substaintial
improvement in the organizations.
119
Viable IT Infrastructure: For transforming the organization from the current
state to the desired state of organization there is a need for high involvment of top
management and high investment in development of viable IT infrastructure and the
provision of education for changing the mindset, and training employees to use IT
effectively.
High Investment: Pakistan as a developing country facing the hardships in
the of investment for the development of e-government technology infrastructure.
During the formal interviews, the e-government managers suggested the need for
substantial investment in the development of e-government technology for enhancing
the good governance capability of the public organization. For exploring the real
benefit of e-government technology, it is essential that there should be viable IT
infrastructure for providing the e-service to the stakeholders of the government.
Institutionalization: The institutionalization is related to the organizational
structure of the organization. Currently, the EGD is working under the control of the
federal Ministry of Information Technology. The e-government managers suggested
that EGD should be made an autonomous institution, which directly works under the
supervision of prime minister.
Computer Literacy: It is has been also analyzed from interviews sessions that
most of government employees show their reluctance in accepting e-government
technology due to major two reasons; first ignorance of using IT in performing their
functions and second fear of increasing the accountability and transparency in their
job functions. Therefore, it is essential that the bureaucracy should be educated to
change their perception about the use of e-government technology and they should be
provided training to use IT for increasing their functional efficiency and productivity
of the public organizations in the best interest of country.
Effective Implementation: The ineffective implementation of e-government
technology in the public sectior has been observed as the major cause in obtaining the
real advantages of e-government technology. It is observed from the formal
interviews of the e-government managers that there area massive flaws in the
effective implementation of e-government technology in the public organizations.
120
5.4 Recommendations
The research study has found that the application of e-government technology
has improved some extent governance capability of public organizations. Thought it
has brought a moderate level of enhancement in the good governance capability of
public organizations but there is a poor level of improvement in the rule of law,
responsiveness, and participation. According to the assessment scale of good
governance effectiveness, the moderate level of enhancement requires more effort and
commitment for further enhancement of governance capability of public
organizations. The recommendations have been framed out of the information derived
during the informal interviews of e-government managers and are based on the
outcome of survey research conducted from the public organizations.
In Pakistan, e-government is considered as a solo subject of IT, however, the
reality is that e-government is all about good governance and IT is used as a tool to
obtain the objectives of good governance. In this regard, the research presents the
following three types of recommendations.
5.4.1 Policy Recommendations
1) The Government of Pakistan should give due diligence to the
development of e-government and its effective implementation in the public
organizations.
2) The EGD should be declared independent institution working under
the highest office including Prime Minister’s Secretariat.
3) For effective adoption of e-government, the leadership of the public
organizations should be held responsible for the effective implementation of e-
government.
4) Top management should be involved in the process of adoption of
e-government technology in the public organization.
121
5.4.2 Action Recommendations
1) All officials of public sector organizations should be directed to be
quickly responsive to the queries of citizens, business organizations or other
government departments, and strictly following the rules and regulations of the
organization.
2) To overcome the resistance of bureaucracy, bureaucrats should be
educated and informed about the potential benefits of e-government technology.
3) Develop a viable IT infrastructure to enable citizens and
businesspersons to readily access government information.
5.4.3 Future Research Recommendations
Resistance to the adoption of e-government technology and leadership
commitment has been the most critical factors in the public organizations.
1) The future research can be undertaken into how to enhance good
governance of public organizations by application of e-government technology.
2) How e-government technology can improve the responsiveness,
rule of law, and participation of citizens and business organizations.
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APPENDICE
APPENDIX A
E-GOVERNMENT EVALUATION FORM
E-Government Evaluation Form
Government –to-Government (G2G)
E-Government
Categories
Activities Grading Level
E-Governance Facilitate communication
among government agencies
to enhance interrelationships
among agencies
5 4 3 2 1
E-Services Exchange files between
agencies; provide internal
government services
5 4 3 2 1
E-Knowledge Intergovernmental access to
government information
systems
5 4 3 2 1
Government –to-Business (G2B)
E-Government
Categories
Activities Grading Level
E-Governance Providing businesses with
opportunities to give input on
business regulations.
5 4 3 2 1
E-Services Make payments, file for
licenses, download files
needed for business, etc
5 4 3 2 1
E-Knowledge Deliver information relevant
to specific business needs.
5 4 3 2 1
Grades.
5.Very Good
4. Good
3. Moderate
2. Poor
1. Very Poor
135
Government-to-Citizens (G2C)
E-Government Service
Categories
Activities Grading Level
E-Governance Encouraging citizens to
become involved in
participatory access to the
political process through
online discussion forums,
chat rooms, etc.
5 4 3 2 1
E-Services Provide electronic
opportunities to conduct
activities such as making
payments or obtaining
consulting services for
individuals
5 4 3 2 1
E-Knowledge Provide information about
governmental activities that
are important to citizens.
5 4 3 2 1
APPENDIX B
GOOD GOVERNANCE EVALUATION FORM
Good Governance Evaluation Form
Grades
5 Very Good
4 Good
3 Moderate
2 Poor
1 Very Poor
Accountability Grade 1-5 Indicators to measure the Accountability Please Mark Grade Level
What extent the E-Government makes
Government answerable to their actions and
decisions towards citizens and society?
5 4 3 2 1
What extent E-Government makes Government
answerable to their actions and decisions
towards Business organization?
5 4 3 2 1
What extent E-Government makes one
Government organization liable to other
Government Organization?
5 4 3 2 1
What extent E-Government makes Government
answerable in their actions and decisions?
5 4 3 2 1
Total Grading Score obtained
Percentage [Total/20*100]
Transparency Grade 1-5 Indicators to measure the Transparency Please Mark Grade Level
What extent the E-Government makes
Government apparent in their actions and
decisions towards citizens and society?
5 4 3 2 1
What extent E-Government makes Government
apparent in their actions and decisions towards
Business organization?
5 4 3 2 1
What extent E-Government makes information
freely available to citizens and society?
5 4 3 2 1
What extent E-Government makes information
accessible to its departments and employees?
5 4 3 2 1
Total Grading Score obtained
Percentage [Total/20*100]
139
Efficiency and Effectiveness Grade 1-5 Indicators to measure the Efficiency &
Effectiveness.
Please Mark Grade Level
What extent the E-Government facilitates
Government in the proper e-service delivery to
citizens?
5 4 3 2 1
What extent E-Government facilitates
Government competent in proper e-service
delivery to the business organizations?
5 4 3 2 1
What extent E-Government simplifies the
administrative procedure of the Government
organizations?
5 4 3 2 1
What extents E-Government streamlines the
interaction process between government
organizations?
5 4 3 2 1
Total Grading Score obtained
Percentage [Total/20*100]
Responsiveness Grade 1-5 Indicators to measure the Responsiveness Please Mark Grade Level
What extent the E-Government facilitates
Government in addressing the enquiries by
citizens and society?
5 4 3 2 1
What extent E-Government facilitates
Government in addressing the enquiries of
businessperson or organizations?
5 4 3 2 1
What extent E-Government facilitates
Government in addressing the enquiries between
the Government organizations?
5 4 3 2 1
What extent E-Government facilitates
Government in approaching to their all
stakeholders in a very well manner?
5 4 3 2 1
Total Grading Score obtained
Percentage [Total/20*100]
140
Rule of Law Grade 1-5 Indicators to measure the Rule of Law Please Mark Grade Level
What extent the E-Government facilitates
Government in following up rules and
regulations in the administrative operations?
5 4 3 2 1
What extent E-Government facilitates
Government in maintaining the rules and
regulations towards the businesspersons and
organizations?
5 4 3 2 1
What extent E-Government facilitates
Government in maintaining the rules and
regulation towards citizens and society?
5 4 3 2 1
What extent E-Government facilitates
Government following up rules and regulations
within legal framework?
5 4 3 2 1
Total Grading Score obtained
Percentage [Total/20*100]
Participation Grade 1-5 Indicators to measure the Participation Please Mark Grade Level
What extent the E-Government facilitates in
brining the participation of citizens and Society
in government decision making process?
5 4 3 2 1
What extent E-Government facilitates in
bringing the participation of businesspersons in
the government decision making process?
5 4 3 2 1
What extent E-Government facilitates the
involvement of other government organizations
in government decision-making process?
5 4 3 2 1
What extent E-Government facilitates
government to represent the interest of
employees, citizens and businesspersons?
5 4 3 2 1
Total Grading Score obtained
Percentage [Total/20*100]
141
Strategic Vision Grade 1-5 Indicators to measure the Strategic Vision. Please Mark Grade Level
What extent the E-Government facilitates in
formulating the strategic planning management
of the Government?
5 4 3 2 1
What extent E-Government facilitates in
improving the capacity management of the
Government organizations?
5 4 3 2 1
What extent E-Government facilitates the
government in implementation process of the
policies?
5 4 3 2 1
What extent E-Government facilitates
government in obtaining the reliable and timely
sources information for long and short term
planning of the country?
5 4 3 2 1
Total Grading Score obtained
Percentage [Total/20*100]
APPENDIX C
INTERVIEW QUESTIONNAIRE FORM
Questionnaires for Informal Interview
1. What are the other factors, which are considered major hurdles in achieving
the Goals of Good Governance?
2. How far E-government technology has been helpful in modernizing the public
organizations?
3. What are your major considerations for obtaining the objective of Good
Governance by the application of E-Government Technology?
APPENDIX D
DESCRIPTIVE STATISTICS RESULTS
Descriptive Statistics Analysis
Data Summary
Type of
EGovt
Cases
Valid Missing Total
N Percent N Percent N Percent
Accountab
ility
G2G E-
Govt
80 100.0% 0 .0% 80 100.0%
G2B E-
Govt
80 100.0% 0 .0% 80 100.0%
G2C E-
Govt
80 100.0% 0 .0% 80 100.0%
Transparen
cy
G2G E-
Govt
80 100.0% 0 .0% 80 100.0%
G2B E-
Govt
80 100.0% 0 .0% 80 100.0%
G2C E-
Govt
80 100.0% 0 .0% 80 100.0%
Efficiency G2G E-
Govt
80 100.0% 0 .0% 80 100.0%
G2B E-
Govt
80 100.0% 0 .0% 80 100.0%
G2C E-
Govt
80 100.0% 0 .0% 80 100.0%
Rule of
law
G2G E-
Govt
80 100.0% 0 .0% 80 100.0%
G2B E-
Govt
80 100.0% 0 .0% 80 100.0%
G2C E-
Govt
80 100.0% 0 .0% 80 100.0%
Responsiv
eness
G2G E-
Govt
80 100.0% 0 .0% 80 100.0%
G2B E-
Govt
80 100.0% 0 .0% 80 100.0%
G2C E-
Govt
80 100.0% 0 .0% 80 100.0%
Participati
on
G2G E-
Govt
80 100.0% 0 .0% 80 100.0%
G2B E-
Govt
80 100.0% 0 .0% 80 100.0%
G2C E-
Govt
80 100.0% 0 .0% 80 100.0%
Strategic
vision
G2G E-
Govt
80 100.0% 0 .0% 80 100.0%
G2B E-
Govt
80 100.0% 0 .0% 80 100.0%
G2C E-
Govt
80 100.0% 0 .0% 80 100.0%
146
Case Processing Summary
Type of EGovt
Cases
Valid Missing Total
N Percent N Percent N Percent
Accountability G2G E-Govt
80 100.0%
0 .0% 80 100.0%
G2B E-Govt
80 100.0%
0 .0% 80 100.0%
G2C E-Govt
80 100.0%
0 .0% 80 100.0%
Transparency G2G E-Govt
80 100.0%
0 .0% 80 100.0%
G2B E-Govt
80 100.0%
0 .0% 80 100.0%
G2C E-Govt
80 100.0%
0 .0% 80 100.0%
Efficiency G2G E-Govt
80 100.0%
0 .0% 80 100.0%
G2B E-Govt
80 100.0%
0 .0% 80 100.0%
G2C E-Govt
80 100.0%
0 .0% 80 100.0%
Rule of law G2G E-Govt
80 100.0%
0 .0% 80 100.0%
G2B E-Govt
80 100.0%
0 .0% 80 100.0%
G2C E-Govt
80 100.0%
0 .0% 80 100.0%
Responsivenes G2G E-Govt
80 100.0%
0 .0% 80 100.0%
G2B E-Govt
80 100.0%
0 .0% 80 100.0%
G2C E-Govt
80 100.0%
0 .0% 80 100.0%
Participation G2G E-Govt
80 100.0%
0 .0% 80 100.0%
G2B E-Govt
80 100.0%
0 .0% 80 100.0%
G2C E-Govt
80 100.0%
0 .0% 80 100.0%
Strategic vision G2G E-Govt
80 100.0%
0 .0% 80 100.0%
G2B E-Govt
80 100.0%
0 .0% 80 100.0%
G2C E-Govt
80 100.0%
0 .0% 80 100.0%
147
Descriptive Statistics
N Minimum Maximum Mean Std.
Deviation
Accountability 240 2 5 3.11 .758
Transparency 240 2 5 3.23 .813
Efficiency 240 2 5 3.34 .775
Rule of law 240 1 4 2.48 .771
Responsiveness 240 1 4 2.41 .586
Participation 240 1 4 2.39 .768
Strategic vision 240 2 5 3.12 .825
Valid N (listwise) 240
Frequencies
Statistics
Account
ability
Transpa
rency
Effici
ency
Rule
of law
Responsi
veness
Partici
pation
Strategic
vision
N Valid 240 240 240 240 240 240 240
Missi
ng
3 3 3 3 3 3 3
Accountability
Frequency Percent Valid Percent Cumulative
Percent
Valid Poor 44 18.1 18.3 18.3
Moderate 139 57.2 57.9 76.3
Good 44 18.1 18.3 94.6
Very Good 13 5.3 5.4 100.0
Total 240 98.8 100.0
Missing System 3 1.2
Total 243 100.0
148
Transparency
Frequency Percent Valid Percent Cumulative
Percent
Valid agree 46 18.9 19.2 19.2
Moderate 106 43.6 44.2 63.3
Good 76 31.3 31.7 95.0
Very Good 12 4.9 5.0 100.0
Total 240 98.8 100.0
Missing System 3 1.2
Total 243 100.0
Efficiency
Frequency Percent Valid Percent Cumulative
Percent
Valid Poor 26 10.7 10.8 10.8
Moderate 126 51.9 52.5 63.3
Good 69 28.4 28.8 92.1
Very Good 19 7.8 7.9 100.0
Total 240 98.8 100.0
Missing System 3 1.2
Total 243 100.0
Rule of Law
Frequency Percent Valid Percent
Cumulative
Percent
Valid Very Poor 14 5.8 5.8 5.8
Poor 123 50.6 51.3 57.1
Moderate 76 31.3 31.7 88.8
Good 27 11.1 11.3 100.0
Total 240 98.8 100.0
Missing System 3 1.2
Total 243 100.0
149
Participation
Frequency Percent Valid Percent Cumulative
Percent
Valid Very Poor 25 10.3 10.4 10.4
Poor 114 46.9 47.5 57.9
Moderate 84 34.6 35.0 92.9
Good 17 7.0 7.1 100.0
Total 240 98.8 100.0
Missing System 3 1.2
Total 243 100.0
Responsiveness
Frequency Percent Valid Percent Cumulative
Percent
Valid Very Poor 7 2.9 2.9 2.9
Poor 133 54.7 55.4 58.3
Moderate 95 39.1 39.6 97.9
Good 5 2.1 2.1 100.0
Total 240 98.8 100.0
Missing System 3 1.2
Total 243 100.0
Strategic Vision
Frequency Percent Valid Percent Cumulative
Percent
Valid Poor 57 23.5 23.8 23.8
Moderate 110 45.3 45.8 69.6
Good 61 25.1 25.4 95.0
Very Good 12 4.9 5.0 100.0
Total 240 98.8 100.0
Missing System 3 1.2
Total 243 100.0
150
Bar Charts
151
152
153
BIOGRAPHY
NAME Sirajul Haque Kandhro
ACADEMIC BACKGROUND Bachelor of English Literature
University of Sindh, Jamshoro, Pakistan,
1988.
Master in Public Administration
University of Sindh, Jamshoro, Pakistan,
1992.
Master of Information Technology
University of Huddersfield, United Kingdom,
2002.
CURRENT POSITION Assistant Professor, Department of Public
Administration, University of Sindh, Jamshoro,
Pakistan.
RESEARCH PUBLICATIONS
Haque, Sirajul. 2007. Grid Computing and Its Strategic Adoption in Industry. In 6th
International Conference on E-Business 2007 (INCEB) at Thailand.
1-6.
Badar, Iqbal and Haque, Sirajul. 2009. Indian Food Crisis: Worst is not Over.
World Applied Science Journal. 7, 8: 165- 170.
Haque, Sirajul. 2010. Component-Based Development for Enterprise Web
Applications Using J2EE Platform. Journal of Software Engineering
and Technology. 2, 2 (July-December): 81-84.
155
Haque, Sirajul. 2010. Enterprise Grid Computing: A Potential IT Infrastructure for
Small Business Enterprises. Journal of Management and Social
Science. 6, 1: 44-51.
Haque, Sirajul. 2010. Enterprise Grid Computing in Perspective and Its Future
Prospects. Journal of Software Engineering and Technology. 2, 2
(July-December): 85-90
Haque, Sirajul. 2010. Globalization and Its Impact on Democratic Development in
Pakistan. NIDA Development Journal. 50, 4: 55-76.
Haque, Sirajul. 2011. Employees Satisfaction: Assessment of Satisfaction by
Length of Service and Employment Status. (Submitted for publication
in International Journal of Management Sciences).
Haque, Siarjul. 2011. Human Capital Flight in Pakistan: Strategies for Coping
the Brain Drain Situation. (Submitted for publication in International
Journal of Management Sciences).
Haque, Sirajul. 2011. The Impact of Self and Group Study on Learning Ability
of Students. (Submitted for publication in NIDA Journal, Bangkok,
Thailand).
Haque, Sirajul. 2011. University Graduate Unemployment in Pakistan:
Employability Strategy for the University Graduates. (Submitted for
publication in International Journal of Management Sciences).