Internal brand management in the public sector: the effects of internal communication, organizational practices, and PSM on employees’ brand perceptions

Public and private sector employees confronted stressful life circumstances that affected the world during the COVID-19 pandemic. Therefore, new knowledge on possible psychological and organizational resources is needed. This study aimed to explore positive organizational practices, psychological capital, and life satisfaction of employees in the public and private sectors. The survey applied the Satisfaction with Life Scale (SWLS), the Psychological Capital Questionnaire—PCQ-24, validated in the Lithuanian population (the Lith-PCQ-21), and the Positive Organizational Practices Questionnaire. The sample consisted of 582 employees, including 443 public sector and 139 private sector employees. The respondents’ mean age was 42.0981 years (SD = 13.23083). The CFA results confirmed the six-factor structure of positive organizational practices, χ2 = 270,884.785; Df = 406; CFI = 0.996; TLI = 0.996; NFI = 0.995; RMSEA = 0.074 [0.070–0.078]; SRMR = 0.043, the four-factor structure of psychological capital, χ2 = 32,780.109; Df = 190; CFI = 0.983; TLI = 0.980; NFI = 0.978; RMSEA = 0.082 [0.076–0.088]; SRMR = 0.067, and one factor structure of life satisfaction, χ2 = 10,588.246; Df = 10; CFI = 0.999; TLI = 0.999; NFI = 0.999; RMSEA = 0.022 [0.000–0.066]; SRMR = 0.014. The findings revealed that private sector employees demonstrated higher scores of dignity, support, care, forgiveness, and overall positive organizational practices than public sector employees. Private sector employees demonstrated higher optimism scores than public sector employees, and public sector employees demonstrated higher self-efficacy scores than private sector employees. Male employees demonstrated significantly higher scores on dignity, meaning, and forgiveness than females. Significant positive correlations were found between age and resilience, care and age, care and number of working years, care and number of working years in the current organization. Psychological capital mediated the link between positive organizational practices and life satisfaction. Positive organizational practices were linked to life satisfaction and psychological capital in both employees’ groups, but the features of links were distinctive in the public and private sectors. These results signify the importance of positive organizational practices and psychological capital for the life satisfaction of employees.

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Precarious Employment in the Public Sector

10.1093/oso/9780198793021.003.0009 ◽

2017 ◽

Author(s):

Michal Tabibian-Mizrahi

Keyword(s):

Public Sector ◽

Civil Service ◽

The State ◽

Public Hospitals ◽

Hiring Practices ◽

Organizational Practices ◽

Precarious Employment ◽

The Public ◽

Gradual Process

This case study of precarious employment in public hospitals shows that the adoption of neoliberal practices was a gradual process whose roots can be traced to earlier decades. Innovative and even revolutionary changes in civil service hiring practices emerged in the early 1960s, gathering momentum in the subsequent decade. In this domain, at least, neoliberal practices preceded the neoliberal ideological shift, and helped pave the way for the latter’s assimilation. At the same time, being conferred with significance and legitimacy assisted the further growth of precarity in the public sector. This dialectic of ideas and organizational practices constituted an important mechanism entrenching neoliberal modes of employment within the state.

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Social Media as a channel for public sector transformation via online mentoring

Central and Eastern European eDem and eGov Days ◽

10.24989/ocg.338.17 ◽

2020 ◽

Vol 338 ◽

pp. 217-229

Author(s):

Nadine Baumann ◽

Christian Schachtner

Keyword(s):

Social Media ◽

Public Sector ◽

Public Management ◽

Internal Communication ◽

Change Strategies ◽

Online Mentoring ◽

Media Communication ◽

The Public ◽

Functional Teams ◽

Social Media Communication

The mediatisation of communication leads to different and innovative ways of interaction, even in the public sector. Moreover, internal communication in cross-functional teams is part of projects in public management, so communication via social media not only has to work outwards, but also inwards. Online mentoring is regarded as a part of social media communication. This study focusses on how mentors and mentees experience online mentoring, as working with online media makes the process of mentoring special. The concept follows working methods of agile teams, which use asynchronous handling processes and retrospectives as added values to achieve objectives. Counselling concepts such as mentoring continually influence working methods of the public sector. Thus, social media elements open new paths to change strategies concerning working tasks.

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Internal marketing and customer-contact employees’ attitudinal outcomes

Academia Revista Latinoamericana de Administración ◽

10.1108/arla-08-2015-0190 ◽

2017 ◽

Vol 30 (1) ◽

pp. 124-143 ◽

Cited By ~ 4

Author(s):

Arleen Hernández-Díaz ◽

Theany Calderon-Abreu ◽

Maria Amador-Dumois ◽

Mario Córdova-Claudio

Keyword(s):

Higher Education ◽

Public Sector ◽

Higher Education Institutions ◽

Internal Marketing ◽

Small Sample ◽

Internal Communication ◽

Public Higher Education ◽

Customer Contact ◽

Content Type ◽

The Public

Purpose Higher education institutions, particularly in the case of public universities, face the challenge of creating more value in an environment of increasing requirements and limitations. The purpose of this paper is to explore the relation of internal marketing (IM) with employees’ attitudinal outcomes, which aim to stimulate and retain motivated and customer-conscious contact employees. Design/methodology/approach Survey data of 94 customer-contact employees in a public higher education institution were analysed using partial least squares path modelling to explore and predict key target constructs. Findings The results demonstrate the relationship between customer-contact employees’ service empathy (SE), institutional IM initiatives and employees’ attitudinal outcomes in the public sector, specifically higher education institutions. Research limitations/implications The current study relies on self-reported data and a small sample of customer-contact employees working only on enrolment-related areas. Further studies should be designed for theory confirmation and generalizability of the results. Practical implications Top managers in public higher education institutions must encourage organizational identification through IM initiatives, such as well-established internal communication procedures. Academic management should continuously train and retain customer-contact employees that have developed SE and a sense of belonging to the organization. SE must be incorporated in the job descriptions and training of customer-contact employees. Originality/value The study contributes to the limited literature on the use of IM and SE in the public sector, specifically higher education institutions.

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