Teamwork a Key Driver in Organizations and Its Impact on Job Satisfaction of Employees in Indian Public and Private Sector Organizations

2014 ◽  
Vol 15 (4) ◽  
pp. 815-831 ◽  
Author(s):  
Jai Prakash Sharma ◽  
Naval Bajpai
Keyword(s):  
Job Satisfaction ◽  
Private Sector ◽  
Public And Private ◽  
Key Driver ◽  
Private Sector Organizations ◽  
Public And Private Sector

The Intersection of Data Analytics and Data-Driven Innovation

2020 ◽  
pp. 317-343
Author(s):  
Marcus Tanque ◽  
Harry J. Foxwell
Keyword(s):  
Private Sector ◽  
Data Analytics ◽  
Large Scale ◽  
Data Driven ◽  
Public And Private ◽  
Managerial Practices ◽  
Project Completion ◽  
Technological Advances ◽  
Private Sector Organizations ◽  
Public And Private Sector

This chapter discusses businesses, key technology implementations, case studies, limitations, and trends. It also presents recommendations to improve data analysis, data-driven innovation, and big data project implementation. Small-to-large-scale project inefficiencies present unique challenges to both public and private sector institutions and their management. Data analytics management, data-driven innovation, and related project initiatives have grown in scope, scale, and frequency. This evolution is due to continued technological advances in analytical methods and computing technologies. Most public and private sector organizations do not deliver on project benefits and results. Many organizational and managerial practices emphasize these technical limitations. Specialized human and technical resources are essential for an organization's effective project completion. Functional and practical areas affecting analytics domain and ability requirements, stakeholder expectations, solution infrastructure choices, legal and ethical concerns will also be discussed in this chapter.

Employee Welfare Measures in Public and Private Sectors

2015 ◽  
Vol 6 (1) ◽  
pp. 22-36 ◽  
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Private Sector ◽  
High Performance ◽  
Public And Private ◽  
Retirement Benefits ◽  
Educational Benefits ◽  
The Public ◽  
Employee Welfare ◽  
Welfare Measures ◽  
Private Sector Organizations ◽  
Public And Private Sector

Employees' play a key role in the existence and growth of any organisation, therefore their welfare is essential. During the past few years, both public sector and private sector organisations have been contributing towards the employee's benefits and also increase their efficiency. Employees' welfare facilities include housing facilities, free medical facilities, retirement benefits, children and adult educational benefits, welfare measures for the employee's families, loan facilities, etc. If the organisations do not bother about the employees benefit, but expect efficient and high performance from them, it is a mere waste. So there is utmost need for the employee's welfare in any type of organisation. Organizations have to provide welfare facilities to their employees to keep their motivation levels high. A comparative study was undertaken to know the satisfaction level of the employees on the enforceability of various welfare measures in both the public and private sector organizations. The study also throws light on impact of welfare measures on the employees' performance.

scholarly journals A Comparative Study of Public and Private Sector Organizations about the Impact of Training and Management Development Programmes on Organizational Productivity

2019 ◽  
Vol 13 (01) ◽  
Author(s):  
Saman Khan ◽  
Bhavika Bharti
Keyword(s):  
Private Sector ◽  
Service Sector ◽  
Emerging Market ◽  
Management Development ◽  
Organizational Productivity ◽  
Public And Private ◽  
Emerging Market Countries ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
The Impact

India has become one of the fastest growing economies in the world over the last two decades, undoubtedly aided in this performance by economic reforms. The striking aspect of India’s recent growth has been the dynamism of the service sector, while, in contrast, manufacturing has been much less robust, contrary to the experience in other emerging market countries, where manufacturing has grown much faster than GDP. Present study is focused on a comparative evaluation of two steel giants in India i.e. SAIL and TATA steel. The study reveals that training and MDP have positive correlation with employee development, employee satisfaction and organizational productivity whereas it has been found that private sector managers (TATA Steel) have more positive opinion for training and MDP in comparison with public sector enterprise (SAIL)

scholarly journals The impact of supervisor-nurse relationships, patient role clarity, and autonomy upon job satisfaction: Public and private sector nurses

2012 ◽  
Vol 18 (5) ◽  
pp. 659-672 ◽  
Author(s):  
Kate Shacklock ◽  
Yvonne Brunetto ◽  
Rod Farr-Wharton
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Business Models ◽  
Healthcare Sector ◽  
Role Clarity ◽  
Public And Private ◽  
Patient Role ◽  
Public And Private Sector ◽  
The Impact

AbstractIn the Australian healthcare sector, many changes in the public sector have affected nurse management and thereby, nurses. Yet it is unclear whether such efficiency measures, based on private sector business models, have impacted private sector nurses in similar ways. This paper examines four important issues for nurses: supervisor–subordinate relationships; perceptions of autonomy; role clarity in relation to patients; and job satisfaction. The paper uses an embedded mixed methods research design to examine the four issues and then compares similarities and differences between public and private sector nurses. The findings suggest supervisor–subordinate relationships, patient role clarity and autonomy significantly predict job satisfaction. The private sector nurses reported more satisfaction than public sector nurses with their supervisor–subordinate relationships, plus higher perceptions of patient role clarity and autonomy, and hence, higher levels of job satisfaction. The findings raise questions about whether present management practices (especially public sector) optimise service delivery productivity.

scholarly journals EMPLOYEE RETENTION AND TURNOVER USINGMOTIVATIONAL VARIABLES AT INDIA

2016 ◽  
Vol 4 (8(SE)) ◽  
pp. 1-9
Author(s):  
A. Thirupathy ◽  
C. Dhayalan
Keyword(s):  
Private Sector ◽  
Research Design ◽  
Quantitative Research ◽  
Employee Retention ◽  
Cross Sectional Survey ◽  
Chi Square ◽  
Cross Sectional ◽  
Public And Private ◽  
Private Sector Organizations ◽  
Public And Private Sector

This research looked at the extent to which identified intrinsic and extrinsic motivational variables influenced the retention and reduction of employee turnover in both public and private sector organizations. The research was aimed at achieving the following objectives: identify and establish the key intrinsic and extrinsic motivational variables being used by selected public and private sector organizations in retaining their employees; determine the extent to which the identified intrinsic and extrinsic motivational variables are influencing employees’ retention and turnover in the selected organizations; and make recommendations to management of the selected organizations on how to effectively retain employees and reduce turnover. The study adopted the cross-sectional survey research design, investigating the extent to which selected motivational variables influence employees’ decision to either remain or quit an organization. Quantitative research design was used and this design was chosen because its findings are generalizable and the data objective. The study examined two public and two private sector organizations in India. The total population of the research comprised 1800 employees of the surveyed organizations with a sample size of 145 respondents. A self-developed questionnaire, measured on a Likert Scale was used to collect data from respondents. The questionnaire had a Cornbrash alpha coefficient of α = 0.85 suggesting that the instrument was reliable. The Chi-square test of association was used in testing the hypothesis of the study. The result showed that employees in both public and private sector organizations were, to a very large extent, influenced to stay in their respective organizations by a combination of intrinsic and extrinsic motivational factors. The following motivational variables were found to have significantly influenced employee retention in both the public and private sector organizations: training and development, challenging/interesting work, freedom for innovative thinking, and job security.

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