Person-Organization Fit, Job Satisfaction, and Turnover Intention: An Empirical Study in the Chinese Public Sector

2010 ◽  
Vol 38 (5) ◽  
pp. 615-625 ◽  
Author(s):  
Bangcheng Liu ◽  
Jianxin Liu ◽  
Jin Hu
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Turnover Intention ◽  
Eastern China ◽  
Full Time ◽  
The Public ◽  
Part Time Students ◽  
Part Time ◽  
Person Organization Fit ◽  
Chinese Public

Based on a survey of 259 full-time employees in the public sector who were also part-time students for the Master of Public Administration program at a prestigious university in eastern China, it was found that person-organization (P-O) fit is a good predictor of job satisfaction and turnover intention in a Chinese context. In contrast to previous findings, the results of competition model analysis indicate that job satisfaction does work as a full mediator between P-O fit and turnover intention. In fact, P-O fit affects turnover intention through job satisfaction as a mediator.

Motivational bases of commitment to organizational change in the Chinese public sector

2019 ◽  
Vol 47 (1) ◽  
pp. 1-8 ◽  
Author(s):  
Bangcheng Liu ◽  
Zonghe Zhang
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Affective Commitment ◽  
Eastern China ◽  
Planned Change ◽  
Commitment To Change ◽  
Psychological Reactions ◽  
The Public ◽  
Public Sector Employees ◽  
Chinese Public

Does public sector employees’ public service motivation (PSM) affect their psychological reactions to organizational change? We examined the effects of PSM on public sector employees’ commitment to a specific organizational change. Participants were 231 public sector employees from a city in eastern China, who completed surveys assessing commitment to change and PSM. The results showed that there was a significant relationship between PSM and employees’ commitment to organizational change. That is, individuals with high (vs. low) PSM were more likely to have high levels of continuance and normative commitment, whereas PSM was not significantly correlated with affective commitment to organizational change. Practical implications are discussed of a successful planned change in the public sector, including staffing, communication, and discipline during the change process.

scholarly journals Differences in Mechanisms Linking Motivation and Turnover Intention for Public and Private Employees: Evidence From China

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110475
Author(s):  
Junwei Zheng ◽  
Xueqin Gou ◽  
Hongyang Li ◽  
Hongtao Xie
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Intrinsic Motivation ◽  
Turnover Intention ◽  
Structural Equation ◽  
Equation Modeling ◽  
Public And Private ◽  
Mediation Effects ◽  
The Public ◽  
Prosocial Motivation

Drawing on motivated information processing theory, this study examined and compared the mechanism of prosocial motivation and intrinsic motivation on turnover intention among public and private employees. A valid sample of 328 public and private respondents was selected from the responses to the module of the International Social Survey Programme (ISSP) in the 2015 Chinese General Survey. The t-test was used to examine the differences in prosocial motivation, intrinsic motivation, and turnover intention through SPSS, and the methods of multigroup structural equation modeling and bootstrapping were adopted to examine and compare the mediation effects through AMOS. The results indicated that there were significant differences in prosocial motivation, intrinsic motivation, and turnover intention between public and private employees. Additionally, the indirect effects of prosocial motivation and intrinsic motivation on turnover intention were significantly mediated by affective commitment and then job satisfaction. There were significant public-private differences in the mediation mechanism. The findings suggest the chain mediation mechanism that prosocial motivation and intrinsic motivation are critical in facilitating organizational commitment, enhancing job satisfaction, and reducing turnover intention. This research contributes to a better understanding of the motivational mechanisms impacting turnover intention in the Chinese indigenous context, and suggests that so-called “good soldiers” and “good aspirants” are more likely to emerge in the public sector and remain in the public sector organizations.

scholarly journals A Study of the Factors Determining Motivational Level of Employees Working in Public Sector of Bahawalpur (Punjab, Pakistan)

2014 ◽  
Vol 4 (3) ◽  
pp. 19 ◽  
Author(s):  
Atif Rafique ◽  
Muhammad Sadam Bin Tayyab ◽  
Muhammad Kamran ◽  
Nawab M. Ahmed
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Sector ◽  
Knowledge Transfer ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Training Effectiveness ◽  
Significant Positive Relationship ◽  
The Public ◽  
Level Of Significance

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. 

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

2012 ◽  
Vol 10 (3) ◽  
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.

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

1991 ◽  
Vol 20 (4) ◽  
pp. 449-455 ◽  
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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