scholarly journals Organizational Commitment of IT Professionals in Public Sector

2011 ◽  
Vol 2 (6) ◽  
pp. 266-274
Author(s):  
Zahid Mehmood Awan ◽  
Muhammad Khalil Shahid .
Keyword(s):  
Job Satisfaction ◽  
Information Technology ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Public Sector ◽  
It Professionals ◽  
Interpersonal Conflicts ◽  
Public Sector Organization ◽  
Proposed Model ◽  
Public Sector Organizations

This study focuses on the factors like salary/incentives, interpersonal conflicts, employeesorganization interface, job satisfaction and organizational culture, in order to clarify the behavior of organizational commitment among information technology employees in public sector organizations. The study provides an insight of the culture of public sector organization, which managers may use for the improvement of organizational commitment. The study tested and analyzed the proposed model, which gave valuable results. The result of the study also claims that organizational commitment may be increased.

scholarly journals Multidimensional public sector organizations' digital maturity model

2021 ◽  
pp. 27-40
Author(s):  
Tomasz KAFEL ◽  
Angelika WODECKA-HYJEK ◽  
Rafał KUSA
Keyword(s):  
Public Sector ◽  
Future Development ◽  
Digital Technologies ◽  
Maturity Model ◽  
Moderate Degree ◽  
Public Sector Organization ◽  
Proposed Model ◽  
Public Sector Organizations ◽  
Digital Competencies ◽  
Six Dimensions

The aim of this study is twofold. First, this study develops a model of an organization's digital maturity that is adjusted to public sector organization. Second, based on the proposed model, digital maturity of several types of public sector organizations is diagnosed. The proposed model includes six dimensions, namely, digitalization-focused management, openness to stakeholders' (partners') needs, digital competencies of employees, digitalization of processes, digital technologies, and e-innovativeness. This model was tested on a sample of 136 public sector organizations operating in Malopolska Region in Poland. The results indicate that, among the six dimensions of digital maturity, the use of digital technologies and digitalization-focused management scored the highest (equivalent to a high and moderate degree of digital maturity). Employees’ digital competencies also represent a moderate level of digital maturity (but still significantly lower). The remaining dimensions, namely, e-innovativeness, digitalization of processes, and openness to stakeholders’ needs, represent a low level of digital maturity. The results show that the examined types of public sector organizations differ in terms of digital maturity. The observed characteristics regarding digital maturity are sufficient to indicate the direction of future development for each type of organization. The proposed model can be used for the diagnosis of digital maturity on the level of a single organization as well.

scholarly journals A Better Understanding of Relationship between Job Satisfaction and Affective Organizational Commitment

2019 ◽  
Vol 8 (2S10) ◽  
pp. 293-296
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Sector ◽  
Structural Equation Modelling ◽  
Structural Equation ◽  
Positive Impact ◽  
Affective Organizational Commitment ◽  
The Public ◽  
Equation Modelling ◽  
Proposed Model

The public sector in UAE is the focus of this paper. Applying the concept of job satisfaction to examine its effect on employees’ affective organizational commitment. The data was collected from 452 officers from 7 sectors in the ministry of interior in UAE and analysed using structural equation modelling via SmartPLS 3.0. The result showed that job satisfaction has a positive impact on affective organizational commitment. The proposed model explained 11.4% of the variance in employees’ affective organizational commitment.

scholarly journals Familiarity with Mission and Vision: Impact on Organizational Commitment and Job Satisfaction

2021 ◽  
Vol 12 (1) ◽  
pp. 124-143
Author(s):  
Dunja Dobrinić ◽  
Robert Fabac
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Sector ◽  
Organizational Vision ◽  
Organizational Mission ◽  
Vision Statements ◽  
Public Sector Employees ◽  
Public Sector Organizations ◽  
Private And Public ◽  
The Republic

Abstract Background: The relationship between organizational mission and vision statements, organizational commitment, and job satisfaction has been discussed vastly in previous research, both in the domain of public sector organizations and in profit organizations. Objectives: The goal is to investigate if there are differences in organizational commitment and job satisfaction between employees who are familiar with the mission and vision of their organization, compared to those who are not familiar with them. Methods/Approach: A survey research has been conducted on a sample of 114 employees in private and public sector organizations in the Republic of Croatia. Data were analysed using a t-test to determine the differences between two groups of respondents, i.e. those who are familiar with the visions and mission of their organisation, and those who are not. Results: There are differences in job satisfaction levels between employees who are familiar with the mission and vision of the organization in which they are employed and those who are not. Furthermore, differences are particularly evident in the group of public sector employees. Conclusions: The presence of awareness of the organizational mission and vision among employees has a positive effect on their job satisfaction. This is possibly an indicator of the organization’s culture, which fosters positive values embedded in the organizational vision and mission.

The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment

2019 ◽  
Vol 118 (2) ◽  
pp. 43-50
Author(s):  
Jae-Won Choi ◽  
Keo-Young Song ◽  
Seok-Kee Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Active Population ◽  
Corporate Organization ◽  
Wage Earners ◽  
Socioeconomic Problems

Background/Objectives: According to the National Statistical Office's August 2018 「Survey of the economically active population and additional surveys by type of work」, the proportion of irregular workers among all wage earners stands at 32.9 percent. As such, irregular workers play a certain role in various sectors of the corporate organization, but they are a source of conflict within the organization due to treatment inequality and discrimination. Such conflicts within corporate organizations are further cited as causing socioeconomic problems. In this study, we intend to identify the types of organizational culture that affect the job satisfaction and organizational commitment of irregular workers to help establish a desirable organizational culture, mitigate negative conflicts within the organization and improve organizational performance.

scholarly journals Risk Perception, Accounting, and Resilience in Public Sector Organizations: A Case Study Analysis

2020 ◽  
Vol 14 (1) ◽  
pp. 4
Author(s):  
Mouhcine Tallaki ◽  
Enrico Bracci
Keyword(s):  
Risk Perception ◽  
Public Sector ◽  
Budget Cuts ◽  
Case Study Analysis ◽  
Public Sector Organization ◽  
Building Resilience ◽  
Public Sector Organizations ◽  
The Face ◽  
Infrastructure Maintenance

There are various factors that can affect an organization’s ability to overcome a crisis and the uncertainties that arise thereafter. Little is known about the process of organizational resilience and the factors that can help or prevent it. In this paper, we analyzed how public sector organizations build resilience/traits of risks awareness, and in doing that, we derived some elements that could affect the process of resilience. In particular, drawing on the conceptual framework proposed by Mallak we analyzed an in-depth case study in a public sector organization (PSO) identifying some contextual dimensions implicated in the process of building resilience. In our analysis, we identified two main elements that affect resilience: Risk perception and the use of accounting. Results shown how risk perception is perceived as a trigger, while accounting is considered as an enforcer in the process of building resilience capacity. The results also show the way accounting is implicated in the management of austerity programs and supporting the creation of a resilient public sector organization. In our case, the risk has become an opportunity for change. In the face of these budget cuts, management began refocusing the company’s mission from infrastructure maintenance to providing services with a market-based logic.

Organizational Culture as a Predictor of Managerial Motivation in Indian Public Enterprises

2009 ◽  
Vol 34 (4) ◽  
pp. 451-470
Author(s):  
V. N. Srivastava
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Public Sector ◽  
Research Study ◽  
Strong Predictor ◽  
Employee Motivation ◽  
Public Enterprises ◽  
Independent Variables ◽  
Several Variables ◽  
Policies And Practices

Organizational culture has become a widely researched topic and efforts to understand the phenomena surrounding managerial motivation have been even more widespread. The most important reason for this is that employee motivation continues to be a big problem and organizational culture plays an important role in determining employee motivation. Organizational Culture is a deeply rooted phenomena, which is the end — product of several variables, most of them being the offshoots of HR policies and practices. The present research study attempts to find out the predictors of managerial motivation in Indian Public Enterprises with the help of some newly constructed scales of organizational commitment and organizational culture. Organizational commitment is treated as dependent variable and 11 dimensions of organizational culture are used as independent variables. The study is carried out on a sample of 72 managers from two well-known public enterprises. The major finding of the study is that two completely different sets of predictors are at work in different organizations in the two public sector enterprises. Even though organizational culture is found to be a strong predictor of managerial motivation in each organization, the particular dimension of culture that influence motivation is found to be organization specific.

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