Book Reviews : A TRIUMPH OF TECHNIQUE? A REVIEW OF PAUL VAN RIJN'S BIO-data : Potentials and Challenges in Public Sector Employee Selection, vol. 2, no. 4 (April 1992). International Personnel Management Association Assessment Council's Personnel Assessment Monographs

1992 ◽  
Vol 12 (3) ◽  
pp. 57-60
Author(s):  
Craig Curtts
Keyword(s):  
Public Sector ◽  
Personnel Management ◽  
Employee Selection ◽  
Public Sector Employee ◽  
Personnel Assessment ◽  
Management Association ◽  
Sector Employee

Is Judgment Fatigable?

2015 ◽  
Vol 4 (4) ◽  
pp. 36-51
Author(s):  
Patrick Bolton ◽  
Louise Thornthwaite
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Employee Selection ◽  
Decision Makers ◽  
Individual Decision ◽  
Management Consultants ◽  
Multiple Decision Makers ◽  
Public Sector Employee ◽  
Sector Employee ◽  
Mental Resources

Decision fatigue theory asserts that judgment wanes with repeated decision-making because mental resources are depleted. Management consultants and journalists have taken up this concept with considerable vigour, based on limited empirical evidence. This paper challenges that theory. The authors' study sought to demonstrate decision fatigue in public sector employee selection panels composed of multiple decision makers who made multiple serial decisions. They found little evidence that the judgment of individual decision makers was swayed by fatigue.

scholarly journals Public Sector Employee Well-Being

2021 ◽  
pp. 221-238
Author(s):  
Bram Steijn ◽  
David Giauque
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Job Demands ◽  
Theoretical Models ◽  
Well Being ◽  
Public Organizations ◽  
Task Characteristics ◽  
Public Sector Employee ◽  
Sector Employee ◽  
Definition Of

This chapter deals with an important issue in every public organization: employees’ well-being, which the academic literature consistently relates to organizational performance. After addressing the definition of well-being, the chapter presents the two main theoretical lenses through which well-being is considered: the job demands–resources (JD–R) and the person–environment (P–E) fit models. With respect to these two theoretical models, the main empirical findings, specifically for public organizations, are described and discussed. Thus, variables are identified that can be considered as levers for or obstacles to well-being in public organizations. This permits an “institutional” reading of the antecedents of well-being, highlighting, among other characteristics, environmental, organizational, and task characteristics that are particularly important to consider when studying public organizations. Finally, the chapter also points out some gaps in the current literature and proposes new avenues of research for the study of well-being in public organizations.

The Impacts of Private Experience on the Employment of Different Public Job Positions

2017 ◽  
Vol 46 (2) ◽  
pp. 144-169 ◽  
Author(s):  
Ping Zhang
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Employees ◽  
Public Budgeting ◽  
Negative Effects ◽  
Public And Private ◽  
The Public ◽  
Public Sector Employee ◽  
Sector Employee ◽  
Managerial Position

There have been many studies on the differences between the public and private sectors; yet, these studies often do not address differences within the public sector. This article investigates the impacts of the private sector experience on the employment of different categories of public employees: public budgeting and finance (PBF) employees, professionals, and managers. It also compares the different impacts among mixed categories of PBF professionals, non-PBF professionals, PBF managers, and non-PBF managers. The results suggest that the private sector experience increases the likelihood of a public sector employee being in a PBF or professional position, while it decreases the propensity of a public sector employee to be in a managerial position. Moreover, while private sector experience negatively correlates with public employees’ job satisfaction, the results are not significant for PBF employees and professionals, and the negative effects are much higher for non-PBF employees and nonprofessionals.

scholarly journals Organizational Politics and Organizational Citizenship Behavior: Interaction and Analysis

2021 ◽  
Vol 16 (5) ◽  
pp. 991-996
Author(s):  
Ahmad Albloush ◽  
Hasan Al-Zu'bi ◽  
Alhareth Abuhussien ◽  
Imad Almuala ◽  
Ghassan Al-Utaibi ◽  
...  
Keyword(s):  
Public Sector ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Negative Relationship ◽  
Organizational Politics ◽  
Partial Least Square ◽  
Least Square ◽  
Citizenship Behavior ◽  
Public Sector Employee ◽  
Sector Employee

Perceptions of organizational politics are an essential aspect of organizational life for its members because they impact different practices, which eventually affect employee efficiency. This article is explored the relationship between Organizational Politics (OP) and Organizational Citizenship Behavior (organizational citizenship behavior for organization (OCB-O) and organizational citizenship behavior for individuals (OCB-I). Survey data is gathered from 200 employees work in Jordanian public sector. Partial least square (PLS-SEM) is employed to test the research hypotheses. Outcomes uncovered that OP has a negative relationship with OCB-O and OCB-I. Accordingly, the current study recommends that governments abolish or restrict OP activities in their organizations as much as possible. Besides, the findings show that OP activities harmed public-sector employee behavior. The study's limitations and recommendations for future studies are also considered.

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