Accountability Practices In A Malaysian Local Authority : A Grounded Theory Approach
| dc.contributor.author | Salleh, Danilah | |
| dc.date.accessioned | 2016-08-29T09:08:40Z | |
| dc.date.available | 2016-08-29T09:08:40Z | |
| dc.date.issued | 2015-11 | |
| dc.description.abstract | The Malaysian government has spearheaded various initiatives to upgrade and improve accountability practices in its local authorities. Despite concerted efforts, accountability continues to remain an issue at the local authorities and the effectiveness of these initiatives is debatable. Hence, a case in a local authority was chosen to explore why the issue of lack of accountability encountered in ensuring good accountability practices in local authority by examining critically how the process accountability and performance accountability are achieved. This qualitative study is explanatory in nature whereby the information was collected from more than 45 interviews involving thirty one participants and from observations and documentary reviews. A grounded theory methodology is applied to analyse data and develop a theoretical explanation of the study. The findings of this study reveal the presence of five factors that could explain the lack of accountability practice in the local authority, namely, the static structure and policies of the local authority, limited financial and human resources, constant political interferences, frequent changes of leadership, and the lack of real executive power of the leader to make decisions. The limited power of the leader of the local authority emerges as the most important factor that contributes to the lack of accountability in local authorities. Leaders cannot make unilateral decisions for the good of the local authority without the prior approval of various authorities, including the Council members, State and Federal governments. The failure to obtain approvals for some of the decisions have compromised the efficiency of the administration and impaired the smooth operations of the local authority. A good accountability system could be implemented and practised in local authorities if the leader is able to exercise effectively his leadership role. Therefore, the leader should be allowed a reasonable amount of power to administer or manage an organization. Issues that emerge in local governments, such as employee benefits and career development, lack of funding and limited resources and political interferences could be resolved by the leader in collaboration with the State and Federal Government authorities if he is given sufficient latitude of power. A strong leader is able to ensure that good accountability practises are observed in the local authority. | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/2425 | |
| dc.language.iso | en | en_US |
| dc.publisher | Universiti Sains Malaysia | en_US |
| dc.subject | Pusat Pengajian Pengurusan | en_US |
| dc.title | Accountability Practices In A Malaysian Local Authority : A Grounded Theory Approach | en_US |
| dc.type | Thesis | en_US |
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