scholarly journals Public sector motivational practices and their effect on job satisfaction: country differences

2018 ◽  
Vol 27 (2) ◽  
pp. 141-154 ◽  
Author(s):  
Susana de Juana-Espinosa ◽  
Anna Rakowska
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Group Analysis ◽  
Public Employees ◽  
Content Type ◽  
Public Sector Employees ◽  
Research Findings ◽  
The Relationship ◽  
National Approach ◽  
Cross National

Purpose The purpose of this paper is to explore the effects of job satisfaction practices for public sector employees through a cross-national approach. Design/methodology/approach A multi-group analysis was carried out using SmartPLS3 among non-teaching employees of public universities in Poland and Spain. Findings The results show a positive relationship between motivational factors and job satisfaction; however, there is no evidence that the variable “country” introduced significant differences. Originality/value The research findings contribute to a better understanding of job satisfaction for public employees and provide empirical evidence on the relationship between job satisfaction and public culture.

The role of social support in the relationship between job demands and employee attitudes in the public sector

2018 ◽  
Vol 31 (6) ◽  
pp. 672-688 ◽  
Author(s):  
Jaehee Jong
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Public Sector ◽  
Role Ambiguity ◽  
Job Demands ◽  
Work Attitudes ◽  
Government Employees ◽  
Content Type ◽  
Public Sector Employees ◽  
The Relationship

Purpose The purpose of this paper is to clarify the relationship between employees’ perception of their jobs and attitudes by investigating the effect of job resources (i.e. social support) on the relationship between job demands (i.e. workload, role ambiguity) and job-related well-being (i.e. efficacy, job satisfaction) among government employees. Design/methodology/approach Data were obtained from federal government employees responding to the 2012 Federal Employees Viewpoint Survey (US Office of Personnel Management, 2012). To test the hypotheses, hierarchical regression analyses were conducted. Findings Results revealed that social support served to mitigate feelings of inefficacy and simultaneously enhanced job satisfaction among employees experiencing work overload or role ambiguity, which supports the buffer hypothesis. Research limitations/implications Since this study analyzes data collected by OPM, some items could not be modified, and using a limited number of items could be a limitation of this paper. Given that there has been a research stream linking public service motivation to work attitudes in the field of public management, the current study suggests there may be additional factors (i.e. job demands and resources) to enhance public sector employees’ work attitudes. Practical implications This study suggests the importance of government agencies adopting management strategies that encourage higher levels of social support from supervisors or colleagues in order to increase employees’ positive attitudes toward organizations. Originality/value This study focuses specifically on public sector employees, a population that has received limited attention in this area.

Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Public Sector ◽  
Local Government ◽  
Transactional Leadership ◽  
Diversity Climate ◽  
Content Type ◽  
Intrinsic Job Satisfaction ◽  
The Relationship

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.

The effect of religiosity on trainees’ reaction and motivation to transfer

2020 ◽  
Vol 11 (1) ◽  
pp. 12-26
Author(s):  
Abdul Rahim Zumrah ◽  
Muhammad Yusuf Khalid ◽  
Kalsom Ali ◽  
Ahmad Najaa' Mokhtar
Keyword(s):  
Public Sector ◽  
Training Program ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Training Outcomes ◽  
Public Sector Employees ◽  
Employee Reaction ◽  
Motivation To Transfer ◽  
The Relationship

Purpose This study aims to examine the relationship between religiosity, trainees’ reaction and motivation to transfer in the context of public sector organizations in Malaysia. Design/methodology/approach Structured equation modeling is conducted on survey data from 306 public sector employees in Malaysia. Findings The result of this study highlights the importance of religiosity as a trainee characteristic factor that can influence employee reaction toward the training program, and ultimately demonstrates positive intention to transfer the training outcomes to the workplace. In other words, the findings reveal that reaction has a mediating effect on the relationship between religiosity and motivation to transfer. Research limitations/implications This study provides guidance to training practitioners (e.g. training consultant company), who wish to enhance a positive training reaction of public sector employees in Malaysia. A significant relationship between religiosity and reaction indicates that the importance of religious elements to be included in the training program when conducting training to public sector employees in Malaysia. Originality/value The findings of this study are very important because the relationship between religiosity, reaction and motivation to transfer has not been examined before. Besides, no study on the relationship between religiosity and reaction has been traced. Furthermore, the role of reaction as a mediator between religiosity and motivation to transfer has not been studied so far.

scholarly journals Age and sustainable labour participation: studying moderating effects

2019 ◽  
Vol 41 (5) ◽  
pp. 503-521
Author(s):  
Josine van den Elsen ◽  
Brenda Vermeeren
Keyword(s):  
Central Government ◽  
Moderating Effects ◽  
Content Type ◽  
Public Sector Employees ◽  
Labour Participation ◽  
Research Findings ◽  
Quantitative Results ◽  
Future Work ◽  
The Relationship ◽  
Practical Implications

Purpose Research findings are ambiguous regarding the effects of age on sustainable labour participation (SLP), defined as the extent to which people are able and willing to conduct their current and future work. The purpose of this paper is to contribute by examining age effects on SLP by focusing on the moderating role of workload. Design/methodology/approach A mixed-method study was conducted in 2018. First, a survey was distributed among a sample of 2,149 employees of the Dutch central government. Second, 12 interviews with public sector employees took place to gain greater insight into the quantitative data collected. Findings Three components that reflect an employee’s SLP were studied: vitality, work ability and employability. The quantitative results, in general, showed that SLP decreased with ageing. However, in contrast to the hypothesis, the results showed a significant positive relationship between age and energy. Moreover, relationships between an employee’s age and certain aspects of their SLP were moderated by workload. The interviews helped to interpret these results. Practical implications The findings demonstrate that some of the older worker stereotypes are unfounded, and the important practical implications of these are discussed. Originality/value Earlier research has produced conflicting findings regarding the relationship between age and (aspects of) SLP. By investigating several aspects of SLP in separate regressions within this research, the specific influences of age have become clearer. Furthermore, the research provides fresh insights into the relationship between age and SLP by including moderating effects of workload.

Knowledge-sharing practices in higher educational institutes of Islamabad, Pakistan: an empirical study based on theory of planned behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Irfan Raza ◽  
Zainudin Awang
Keyword(s):  
Public Sector ◽  
Cultural Diversity ◽  
Knowledge Sharing ◽  
Interpersonal Trust ◽  
Diversity Management ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Public Sector Employees ◽  
The Relationship ◽  
Sharing Behavior

PurposeKnowledge hoarding is an emerging issue among multiracial employees engaged in public sector higher educational institutes (HEIs) of Islamabad, Pakistan. By considering knowledge-sharing barriers, this study aims to examine the knowledge sharing behavior (KSB) of ethnically diverse public sector staff in perspective of well-known theory of planned behavior (TPB).Design/methodology/approachIt is a cross-sectional survey study, and it has used a self-administered questionnaire for data collection. With proportionate stratified random sampling technique, 273 nonacademic employees associated in 15 public sector HEIs of Islamabad have recorded their responses. Structural equation modeling was employed for empirical hypotheses testing.FindingsResults stated significant and positive effect of cultural diversity management, interpersonal trust and knowledge technology on KSB. Moreover, knowledge-sharing attitude (KSA) fully mediated the relationship between cultural diversity management and KSB and between interpersonal trust and KSB; whereas KSA partially mediated the relationship between knowledge technology and KSB. Moreover, proposed model has explained 45% variation in endogenous construct.Research limitations/implicationsCurrent study contributes to the present literature by investigating the antecedents of knowledge-sharing behavior of multicultural nonacademic staff engaged in public sector HEIs of capital city of Pakistan. Enriching the top management thoughts about problems of diverse workforce, the researcher has explored a noticeable lack in elucidation of such connection. Moreover, formation of knowledge-sharing behavior specifically on ethnic-based diverse employees made a significant addition in existing literature.Practical implicationsThe present research aids academic leadership in designing policies and strategies to enhance knowledge sharing among public sector employees and to create a supportive knowledge-sharing culture.Originality/valueThis study fills the empirical gap in literature by exploring the antecedents and their effect on KSB of nonacademic employees of Islamabad, Pakistan. Moreover, assessing the mediation effect of KSA between CDM and KSB on multicultural public sector employees is another novel inclusion in literature.

Job satisfaction among senior managers and employees

2018 ◽  
Vol 31 (2) ◽  
pp. 410-425
Author(s):  
Jose Manuel Lasierra
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Public Employees ◽  
Senior Managers ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Public Sector Managers ◽  
Private Management

Purpose Using selected personal and job-related variables, the purpose of this paper is to analyse job satisfaction among public sector senior managers and employees and then compare both cohorts with private-sector managers and employees. Design/methodology/approach The authors apply a General Linear Univariate Model with interactions that allows us to detect the influence of the independent variables based on the baseline reference value. Findings Results indicate that public employees differ considerably from employees in the private sector, while public sector managers’ behaviour and preferences are very similar to those of private-sector managers. Research limitations/implications One main conclusion is that the management function of senior managers is basically the same, whether they are in the public or private sectors, and, thus, private management techniques, such as new public management (NPM), can be applied to the public sector. The main shortcoming of the study is that a qualitative analysis does not allow us to observe the impact of ethical aspects that could guide value-oriented management. Practical implications Difficulties in management by public-sector managers may arise from public employees’ perceptions regarding the application of private management practices. Social implications High job-satisfaction ratings by public managers may indicate that, in spite of their lower wages compared to the private sector, there is no reason to conclude that a suboptimal staffing of public managers might occur that would jeopardise public services. Originality/value The authors are unaware of precedents that analyse differences between the public and private sectors in comparing employees and senior managers. Uniquely, the authors use a very large sample to draw conclusions. This paper can guide public senior managers who work in public administration.

Is the top leadership of the organizations promoting tax avoidance?

2016 ◽  
Vol 23 (2) ◽  
pp. 273-288 ◽  
Author(s):  
Nubia Evertsson
Keyword(s):  
Board Of Directors ◽  
Tax Avoidance ◽  
Content Type ◽  
The Board Of Directors ◽  
National Analysis ◽  
The Relationship ◽  
System Characteristics ◽  
National Approach ◽  
Cross National

Purpose This paper aims to study the roles of CEOs, board of directors and accounting/auditing firms in the adoption of tax avoidance schemas. Design/methodology/approach A cross-national analysis with data from 22 countries is used to examine the relationship between tax avoidance and the ethical qualities of the top leadership of the organizations, the firm’s profile and the tax/legal system characteristics. Findings The results show that the board of directors is the actor that contributes more to control tax avoidance cross-nationally, whereas the CEOs’ role to contend this practice is less relevant. The outcomes for accounting/auditing firms reveal that the stronger standards these firms have, the more tax avoidance is observed. Originality/value The methodology (cross-national analysis) and dimensions examined (role of the actors/instances of discretional power) in this inquiry offer a novel perspective to the analysis of tax avoidance, as most scholarly studies have taken a national approach and have mainly focused on studying the characteristics of the firms involved in tax avoidance.

Trust, job satisfaction, perceived organizational performance and turnover intention

2017 ◽  
Vol 39 (7) ◽  
pp. 1148-1167 ◽  
Author(s):  
Rachid Zeffane ◽  
Shaker Jamal Bani Melhem
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
Turnover Intention ◽  
Future Research ◽  
Public And Private ◽  
Content Type ◽  
Public Sector Employees ◽  
The Impact

Purpose The purpose of this paper is to examine and compare the differential impacts of job satisfaction (JS), trust (T), and perceived organizational performance (POP) on turnover intention (TI) in public and private sector organizations. Design/methodology/approach Draws on a sample of 311 employees from the service sector (129 public and 182 private) in the United Arab Emirates’ (UAE). The main concepts utilized in the study are borrowed from previous research and further tested for validity and reliability. Four main hypotheses are explored. Findings In support of previous research, statistical analysis (t-test) revealed that public sector employees tend to be more satisfied, more trusting, and have less intention to leave their organization. Regression analysis revealed that public sector employees’ TI are most significantly affected by their perceptions of the performance of their organization, with JS, work experience (WE) and education (Ed) also having significant effects. In contrast, private sector employees’ TI was most significantly affected by JS and feelings of trust (T). Research limitations/implications Although very useful, the present study is limited in scope and therefore suffers from some limitations. The sample only includes employees from UAE organizations operating in education, some government institutions and the financial sector. Future research might consider including employees the health sector and other public organizations such as the immigration/police departments which play important strategic roles in the UAE economy. Also, future research might consider extending the scope of the study to include institutions in similar neighboring countries in the region, such as Qatar and Kuwait. Practical implications The findings of this study points to the relative importance of trust, JS and perceived organizational performance in affecting TI in public and private sectors. These can be considered as indicators to assist managers in these sectors to better manage/minimize TIs. In particular, the findings indicate that managers in general (and UAE public sector managers in particular) need to monitor and better manage not only their employees’ JS but also perceptions of the overall performance of the organization. Originality/value While research on the influence of JS on TI in both of these sectors has been abundant over the years, studies examining the impact of trust and perceptions of organizational performance remain few and are largely lacking. Also, studies on turnover in the UAE (and particularly those comparing public and private sectors) remain largely lacking. This study and its findings fill this gap and provide some insights on the differential impact of trust, JS and perceived organizational performance on employee TIs in public-private sectors, particularly in the UAE context.

scholarly journals The impacts of monetary rewards on public sector employees in construction

2018 ◽  
Vol 16 (1) ◽  
pp. 125-142 ◽  
Author(s):  
Ezekiel Chinyio ◽  
Subashini Suresh ◽  
Jamilu Bappa Salisu
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Structural Equation ◽  
Primary Role ◽  
Content Type ◽  
Monetary Rewards ◽  
Equation Modelling ◽  
Public Sector Employees ◽  
Job Attraction ◽  
Practical Implications

Purpose Literature indicates that monetary reward or compensation impacts on the level of attraction, motivation, job satisfaction and retention of employees. The elements of compensation include salary, bonuses (allowances), gratuity and pension. The purpose of this study is to investigate how these four elements of compensation specifically influence the attraction, motivation, job satisfaction and retention of public sector construction employees of Jigawa State of Nigeria to inform how their employer can raise the current levels of satisfaction and retention of employees. Design/methodology/approach The Positivist paradigm guided the empirical research where a questionnaire was developed, pilot-tested and administered to 265 people using stratified random sampling. A total of 260 questionnaires were collected, representing a response rate of 98 per cent. The data obtained were analyzed using both descriptive statistics and structural equation modelling. Findings The results established that construction employees in Jigawa State’s public sector were motivated by allowances and gratuity, attracted to the job by salary, pension and gratuity and remained in their jobs through the influences of gratuity and pension. Gratuity played a major role, as it impacted on all the four variables studied. Practical implications These findings are applicable to Jigawa State of Nigeria but can be extrapolated to other public sector construction employees in the whole country. The findings could also be generalized in other states where the pay scales are different within the ministries. Originality/value The impacts of four elements of monetary rewards on four employees’ variables were studied. The specifics of which elements of compensation influence the employees of Jigawa State’s Ministry of Works and Transport have been identified. The findings from this study showed that gratuity played a primary role, as it impacted highly on all the four variables of job attraction, motivation, satisfaction and retention. Pension also played a high role, as it impacted heavily on job attraction, satisfaction and retention. Comparatively salary and allowances had high impact on one variable each: job attraction and motivation, respectively.

Followership and job satisfaction in the public sector

2016 ◽  
Vol 29 (3) ◽  
pp. 218-237 ◽  
Author(s):  
Myung Jin ◽  
Bruce McDonald ◽  
Jaehee Park
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Empirical Study ◽  
Organizational Factors ◽  
Situational Factors ◽  
Content Type ◽  
Performance Orientation ◽  
Employee Job Satisfaction ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to explicate the role of followership behavior on employee job satisfaction as well as the conditions that may moderate its impact. Design/methodology/approach – This study uses a large n survey data from federal agencies and investigates an additive moderation model in which two situational factors, perceived supervisor support (PSS) and performance-oriented culture (POC), interact with followership behavior. Findings – Employees high on active followership perceived greater job satisfaction when PSS was high, rather than low. On the other hand, employees high on active followership perceived greater job satisfaction when POC was low, rather than high. Research limitations/implications – This is, to the knowledge, the first empirical study based on a cross-sectional survey that tests how the effects of active followership on employee job satisfaction may vary depending on the different types of situational factors. As such, more studies are needed to validate the causal directions of the findings. Practical implications – The present findings show that active engagement had greater association with job satisfaction when leader involvement was high and performance orientation was low. For highly engaged employees, leaders are encouraged to show higher degree of involvement in their work but with less emphasis on the performance orientation of the organization. Originality/value – This study contributes to the broader literature in public sector leadership in two ways. First, research on the relationship between followership and job satisfaction has been sparse. Second, and most importantly, this study is the first empirical study that tests the moderating roles of situational (organizational) factors on the relationship between followership and employee attitude (job satisfaction).

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