Budget-related behavior in public sector organizations: Some empirical evidence

Abstract Scholarly interest in public service motivation (PSM) has yielded a vast amount of research, exploring its potential for benefitting public-sector organizations through increased employee job satisfaction, enhanced individual performance, employee retention, and enhanced organizational commitment and citizenship behavior. However, a closer inspection of the literature reveals mixed empirical evidence for each impact of PSM. The present study carries out a meta-analysis of five key impacts of PSM to explain the divergence of results in the existing literature. We find evidence of the existence of a true effect for PSM over all the dependent variables, except for turnover intentions. In addition, we find a possible explanation for the mixed empirical evidence found in previous studies. We demonstrate that individual and organizational benefits of PSM are not accrued equally in all public sector workplaces and that the contextual variables legal origin and endemic countrywide corruption influence the extent to which PSM can produce positive outcomes in the workplace.

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Empirical analysis of HPO framework in public sector organizations of Pakistan

International Journal of Public Leadership ◽

10.1108/ijpl-06-2018-0030 ◽

2019 ◽

Vol 15 (2) ◽

pp. 78-93 ◽

Cited By ~ 1

Author(s):

Kalimullah Kalimullah ◽

Mohd Anuar Arshad ◽

Qaiser Khan ◽

Shahid Khan

Keyword(s):

Public Sector ◽

Empirical Evidence ◽

Continuous Improvement ◽

Public Organizations ◽

Content Type ◽

The Public ◽

Public Managers ◽

Continuous Improvement Process ◽

Five Factors ◽

Public Sector Organizations

Purpose Building on high-performance organizations (HPO) framework, the purpose of this paper is to hypothesize the direct impact of five factors of HPO framework on public organizations’ performance in Pakistan. This is first research to employ the partial least squares (PLS) method to provide empirical evidence of the predictive power of the framework in public organizations. Design/methodology/approach This is a cross-sectional study conducted in non-contrived settings thereby keeping researcher interference to a minimum. Data collection was carried out by distributing online questionnaires to 513 employees from three different service-based public organizations in Pakistan. PLS is used to examine the statistical and substantive significance of five factors by employing SmartPLS 3.2.6. Findings This study concludes that the HPO framework has predictive relevance for public organizations’ performance surveyed in this study. Furthermore, three out of the five factors of HPO framework, namely, management quality, workforce quality and long-term orientation have positive relationships, while openness and action orientation (OAO), and continuous improvement process and renewal have a negative relationship with the performance of public sector organizations (PSOs) surveyed in Pakistan. Research limitations/implications The study’s small sample size limits this research, and only quantitative methodology is applied. A significant limitation of this research is that this study relied on a subset of respondents of surveyed organizations and may not representative of the population. Therefore, result should be carefully interpreted as some degree of biasness may be present. Furthermore, findings of the study cannot be generalized to all PSOs of Pakistan. Practical implications The implication for public managers is that the HPO framework has predictive relevance and substantive significance. However, the ideal value of HPO framework will occur when leadership considers HPO factors and struggles persistently to improve performance. The useful implication is that public managers should focus on continuous improvement process and renewal and OAO to meet stakeholders’ satisfaction. Originality/value This study answer two questions, first “is there any significant relationship of five factors of HPO framework with public organizations’ Performance in Pakistan?” and second “what is the predictive relevance level of HPO framework in the Public organizations in Pakistan?” The answers to these research questions will fill the gaps in the literature by providing empirical evidence to the existing knowledge on improvement methods, especially the public sector (PS), and contributing insights on the real world working of the five factors of HPO framework in a PS.

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More Roads Lead to Rome. HR Configurations and Employee Sustainability Outcomes in Public Sector Organizations

Sustainability ◽

10.3390/su132111698 ◽

2021 ◽

Vol 13 (21) ◽

pp. 11698

Author(s):

Roel Schouteten ◽

Beatrice van der Heijden ◽

Pascale Peters ◽

Sascha Kraus-Hoogeveen ◽

Leonie Heres

Keyword(s):

Job Satisfaction ◽

Public Sector ◽

Empirical Evidence ◽

Human Resource ◽

Leadership Style ◽

Synergistic Effects ◽

Data Set ◽

Configurational Approach ◽

Hrm Practices ◽

Public Sector Organizations

In linking human resource management (HRM) to organizational sustainability, linear variance-based methods are not suited for addressing the complexity of how various HRM practices interact and have an impact on sustainability outcomes for multiple stakeholders. However, so far, empirical evidence for a configurational approach, acknowledging synergy and equifinality between various practices, is scant. Therefore, this study aims to provide empirical evidence for synergistic effects and equifinality in the link between sustainable HRM practices and employee sustainability outcomes. Building on the Ability Motivation Opportunity (AMO) model, this study adopts a configurational approach to unveil how sustainable HRM practices, in various combinations and in different ways, can impact employee sustainability outcomes (commitment and job satisfaction). The study applied a fuzzy set Qualitative Comparative Analysis (fsQCA) on a secondary data set consisting of employee surveys in 30 Dutch public sector organizations. The findings reveal that combinations of various AMO-enhancing practices are especially conducive to commitment and job satisfaction. Moreover, aligning these practices with work context factors (transformational leadership style and low work pressure) can lead to relatively high levels of commitment and job satisfaction. This study indicates that configuration matters and that there is not one best way to achieve employee sustainability outcomes. This leaves ample leeway for human resource managers to design a suitable and integrative HRM system for their own organization.

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Peer Review in Public Sector Organizations: A General Model and Empirical Evidence from a Survival Analysis

SSRN Electronic Journal ◽

10.2139/ssrn.2930001 ◽

2017 ◽

Author(s):

Tim Jaekel

Keyword(s):

Survival Analysis ◽

Public Sector ◽

Peer Review ◽

Empirical Evidence ◽

General Model ◽

Public Sector Organizations

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Is Human Capital Related to Voluntary Turnover in U.S. State Governments? Evidence from the State of Oklahoma

Journal of Public Management Research ◽

10.5296/jpmr.v6i1.16253 ◽

2020 ◽

Vol 6 (1) ◽

pp. 37

Author(s):

Andrew Wesemann

Keyword(s):

Human Capital ◽

Public Sector ◽

Private Sector ◽

Empirical Evidence ◽

State Government ◽

Capital Stock ◽

Voluntary Turnover ◽

The State ◽

State Governments ◽

Public Sector Organizations

Building and retaining human capital stock is critical for organizational success and survival. These two practices, however, may inadvertently be at odds with one another. That is, as organizations seek to increase their human capital stock, through both internal and external strategies, they may also unintentionally increase their risk of voluntary turnover. Research has found support for this relationship in the private sector, yet empirical evidence for such a correlation among public sector organizations is nonexistent. This article, therefore, contributes to the understanding of whether the postulated relationship between human capital and voluntary turnover is generalizable to public sector entities, specifically focusing on U.S. state government. Using longitudinal workforce data from the State of Oklahoma, results of econometric analysis demonstrate that this organizational phenomenon transcends sector boundaries.

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Functions and Dysfunctions of Interorganizational Trust and Distrust in the Public Sector

Administration & Society ◽

10.1177/0095399716667973 ◽

2016 ◽

Vol 51 (4) ◽

pp. 516-544 ◽

Cited By ~ 5

Author(s):

Peter Oomsels ◽

Marloes Callens ◽

Jolien Vanschoenwinkel ◽

Geert Bouckaert

Keyword(s):

Public Sector ◽

Conceptual Framework ◽

Empirical Evidence ◽

Qualitative Interviews ◽

Positive Bias ◽

Interorganizational Trust ◽

Key Informants ◽

The Public ◽

Public Sector Organizations

This contribution explores the functional and dysfunctional roles of interorganizational trust and distrust in the public sector. We construct a conceptual framework and analyze 59 qualitative interviews with key informants in Flemish executive and judiciary public sector organizations. Results indicate that the combination of “trust as rule” and “distrust as reasonable exception” is functional for interorganizational interactions, whereas “trust as dogma” or “distrust as rule” gives rise to dysfunctionalities in interorganizational interactions. The study provides empirical evidence that challenges the “positive bias” toward trust in extant research, and suggests a more balanced perspective on roles of interorganizational trust and distrust.

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