Elucidating the Relationships among Transformational Leadership, Job Satisfaction, Commitment Foci and Commitment Bases in the Public Sector

This study empirically examines the relationship between rewards, job satisfaction, Perceived training effectiveness, knowledge transfer and organizational commitment and employee’s motivation in the Public sector of Bahawalpur (Punjab, Pakistan).Our sample was public sector data was collected by using self-designed questionnaires. The sample size was 170 so 170 questionnaires were distributed and only 149 received. Analysis was done with the help of correlation coefficient and multiple regression analysis. Between (0.01 to 0.05) level of significance was checked. The result concludes that there is a significant positive relationship between intrinsic rewards and the employee’s motivation and also there is significant positive relationship between extrinsic reward and employee’s motivation. Job Satisfaction also has significant positive relationship with employee’s motivation. But on the other hand PTE (Perceived Training Effectiveness) have insignificant and negative relationship with Employee’s motivation. Employee’s motivation has significant positive relationship with knowledge transfer and also with Organizational Commitment.

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Transformational leadership in the South African public service after the April 2009 national elections

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v10i1.334 ◽

2012 ◽

Vol 10 (3) ◽

Cited By ~ 2

Author(s):

Manasseh M. Mokgolo ◽

Patricia Mokgolo ◽

Mike Modiba

Keyword(s):

Transformational Leadership ◽

Public Sector ◽

Job Performance ◽

Public Service ◽

Critical Issue ◽

Measuring Instruments ◽

Full Time ◽

National Elections ◽

The Public ◽

Unstable Environment

Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.

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MPA Graduates and the Dilemma of Job Satisfaction: Does Crossing the Sector Line Make a Difference

Public Personnel Management ◽

10.1177/009102609102000406 ◽

1991 ◽

Vol 20 (4) ◽

pp. 449-455 ◽

Cited By ~ 6

Author(s):

Barrie E. Blunt ◽

Kris Anne Spring

Keyword(s):

Job Satisfaction ◽

Public Sector ◽

Private Sector ◽

Work Satisfaction ◽

Federal State ◽

Non Profit ◽

The Public ◽

Public Sector Employment ◽

State Regional

This study examines levels of job satisfaction for MPA graduates employed in the public, private, and non-profit sectors. Findings are based on a survey and indicate that MPA graduates derive greater satisfaction with pay and promotion opportunities in the private sector than in the public or non-profit sectors. No significant differences were noted between the sectors with regard to work satisfaction or satisfaction with supervisor or co-workers. Further, no differences in levels of satisfaction were noted between four categories of public sector employment; federal, state, regional, or local.

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