scholarly journals Globalization and Language Use on Social Media in Pakistan

2017 ◽  
Vol 8 (1) ◽  
pp. 79
Author(s):  
Shanzay Kamran ◽  
Sabiha Mansoor
Keyword(s):  
Private Sector ◽  
Social Networking ◽  
Language Policy ◽  
Social Networking Sites ◽  
English Language ◽  
Educational Background ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Public And Private Sector

This article examines the written comments of Pakistani students on the official Facebook sites of the public and private sector universities in order to study their English language skills and social networking systems of students and its implications for language policy in education. The study focused on the quantitative and statistical analysis and investigated the differences of Facebook users from the public and private sector in the light of educational background, regional variation, and gender. Results of the study displayed the dominant use of English and a significant difference between public and private sector students in their preference to use English. Results also showed that there is considerable differences in men and women representation on Social Networking Sites (Facebook) in some provinces of Pakistan. Findings of the study raise the issue of language discrimination between students of public and private sector universities, in terms of access and equity of the current language policy in Pakistan to meet language demands of globalization.

Earnings in the Public and Private Sectors 1950—1975

1975 ◽  
Vol 74 ◽  
pp. 60-70 ◽  
Author(s):  
A.J.H. Dean
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Affected Relative ◽  
Cyclical Behaviour ◽  
Relative Earnings ◽  
Public And Private Sector ◽  
Market Pressures

This article analyses the trend of earnings in the public and private sectors of the British economy from 1950 to 1975. It was found that public and private sector earnings moved closely together throughout the 1950s and 1960s but then diverged considerably in the early 1970s, with public sector earnings moving ahead of private sector earnings in an unprecedented fashion in 1974 and 1975; given the earlier stability in relative earnings, this movement might be temporary. There was a significant difference in the cyclical behaviour of the two series with public sector earnings generally increasing faster than private sector earnings during the downswing and vice versa during the upswing; this finding is consistent with the lesser exposure of the public sector to market pressures. Incomes policy does not appear to have affected relative earnings in any systematic way.

scholarly journals Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance

2016 ◽  
Vol 2 (4) ◽  
pp. 1
Author(s):  
Paul L. Flemming
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Organizational Behavior ◽  
Employee Performance ◽  
The United States ◽  
Conventional Theory ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Public And Private Sector

Conventional theory, which holds that there is a significant difference between leadership in the public and private sectors as leaders manage organizational culture to achieve strategic performance, has begun to be disputed by recent scholars in organizational behavior. The purpose of this study was to validate the views of organizational practitioners that private sector leaders are best suited to facilitate organizational efficiency by examining the link between leaders, culture, and employee performance. The Multifactor Leadership Questionnaire (MLQ) was distributed to middle managers (N=200) who worked in public and private sector organizations across the United States Virgin Islands to examine how the leaders used organizational culture to improve their organizations’ performances. The study found that leadership practices in both sectors have significant effects on performance. While the hierarchy culture was dominant in government agencies dictating effectiveness is the adherence to strict rules and regulations, the criteria of effectiveness most prominent in the private sector was market culture evident in the achieving of goals, outpacing the competition, increasing market share, and acquiring premium levels of financial returns. These findings suggest that, contrary to conventional theory, those leaders with the greatest organizational success are not restricted only to the private sector; but they are also evident in the public sector. This study concluded that leadership in both the public and the private sectors can induce a significant level of performance when strategies are aligned with organization’s culture and objectives as these organizations developed, grow, and mature.

Innovative HRM Practices: A Comparison of Public and Private Sector Banks of India

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Harjeet Kour ◽  
Kamlesh Gakhar
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Management ◽  
Primary Data ◽  
Public And Private ◽  
The Public ◽  
Public Sector Banks ◽  
Hrm Practices ◽  
Significant Difference ◽  
Public And Private Sector

Due to globalisation, public sector banks are facing tough competition from the private sector banks, both domestic and foreign. To improve their efficiency and to excel in performance, they have realised the significance of innovative HRM practices, which were earlier being used largely by private sector banks. The present study is based on primary data collected from four hundred two employees of eight banks of India comprising of four banks each from the public and private sector. We examine if there is any statistically significant difference between public and private sector banks in the implementation of forty nine innovative HRM practices. These practices fall under seven different heads: recruitment and selection, training and development, performance management, compensation management, career development, employee motivation and employee security. The results of the t-tests indicate that in the area of innovative HRM, organisational policies and practices in the public and private sectors remain different in many important respects. It has been found that the private sector banks are far ahead of the public sector banks regarding the implementation of these practices. Further, it has been found with the help of different statistical tools that the level of implementation of these innovations in the eight surveyed banks also varies when examined individually.

scholarly journals Effects of Motivation to The Performance of Manager-Focused Employees in Public and Private Sector Enterprises and a Research

2021 ◽  
Vol 5 (23) ◽  
pp. 388-404
Author(s):  
Sefer Gümüş
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Organizational Factors ◽  
Survey Method ◽  
Public And Private ◽  
The Public ◽  
Motivation Factors ◽  
Significant Difference ◽  
And Performance ◽  
Public And Private Sector

In the enterprises, the fact that the employees are motivated well depends on their managers and the employees’ performance. Employees’ performance is supported through theories but the targets can be achieved by action. In managing the enterprises which continue their existence for attaining certain aims, it is quite important for them to be motivated in achieving success and efficiency. Motivation is a necessity. Its existence makes the enterprise reach its targets. Its absence vanquishes the enterprise from the market. The aim of using motivation factors is to make the employees be successful in all activity areas. In our study, it was elaborated on the motivation and performance differences of public and private sector enterprises, and it was seen that the motivation variables employed by the managers in different sectors display different performances by the managers in different sectors. Because of that this concept which has gained importance today in all areas and sectors involves economic and organizational factors which differ as to the enterprises ad play a role in the development of enterprises, these factors were elaborated in our research. In the name of examining the motivation and its factors, it was conducted a comparative practice based on the public and private sectors, and when the statistical results based on the data is considered, it was concluded that there is a significant difference. Motivation variables in the public sector have differences from the private sector in terms of practice and perception. When an examination is applied by including authority and laws and regulations, the mandatory practices harden the application of motivation factors and even make them impossible. It was concluded from this difference that motivation factors emerge a bit more in the public sector, but it was faced with problems in using them on behalf of the employee in practice. In our research, the survey method was used, and our study was analyzed in Statistics Program SPSS 17.0 medium. It was conducted the evaluation of the tables, and it was brought forward conclusions and recommendations. Keywords: Motivation, Motive, Need, behavior, Public, Private Sector

scholarly journals A Comparative Study Of Ethical Work Climates Among Public And Private Sector Asian Accountants

2010 ◽  
Vol 9 (4) ◽  
Author(s):  
Gerald Venezia ◽  
Chiulien Chuang Venezia ◽  
Chung-wen Hung
Keyword(s):  
Social Responsibility ◽  
Private Sector ◽  
The Other ◽  
Public And Private ◽  
The Public ◽  
Ethical Work Climate ◽  
Personal Morality ◽  
Significant Difference ◽  
Ethical Work ◽  
Public And Private Sector

The purpose of this study is to determine whether a significant difference exists in the ethical behavior between public and private sector accountants. Current research has either focused on one sector or the other, leaving scant data for comparative studies. The public sector’s focus on the intricacies of bureaucracy, emphasis on serving the public and sworn oaths to constitutions is bound and constrained by rules and law. The private sector, on the other, hand emphasizes entrepreneurship and risk-taking, encouraging creative approaches that challenge the parameters of the law, as well as answering to stake-holders. These differences toward decision-making influence their respective ethical choices. The 36-item revised version of Ethical Climate Questionnaire, developed by Bart Victor, John B. Cullen, (1987-1988), and James W. Bronson (1993), was the instrument used to evaluate the ethical perceptions of the accountants. Factor analysis results extracted seven dimensions and all of them originally identified from the based theory of Ethical Work Climate of Cullen, Victor, and Bronson (1993). They are Rules/Codes, Caring, Self-Interest, Social Responsibility, Efficiency, Instrumentalism, and Personal Morality. The results reflected the differences between the public and private sectors, emphasizing what is considered to be of optimum to each. The public sector showed a higher perception in rules/codes, caring, self-interests, social responsibility, and instrumentalism, while efficiency and personal morality were perceived higher in the private sector.

Private Finance Initiatives (PFI): Getting it Right

2014 ◽  
Vol 567 ◽  
pp. 601-606
Author(s):  
Abdullahi A. Umar ◽  
Noor Amila Wan Abdullah Zawawi ◽  
Abdul Ganiyu Otairu ◽  
Idris Othman
Keyword(s):  
Private Sector ◽  
Risk Identification ◽  
Kuala Lumpur ◽  
Management Skills ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Design Skills ◽  
Public And Private Sector ◽  
The Uk

Recently, the UK government reformed the popular PFI into what is now referred to as PF2 after years of denying that the PFI was not delivering value for money. The reform is the result of many factors, principal of which was public sector PFI capacity deficiencies which has compromised the success of many projects. Therefore, this study set out to determine the most important PFI skills from the perspectives of public and private sector PFI practitioners and if there exists differences in opinion between the sectors. A survey of the most important PFI skills was conducted among practitioners during the course of 2 infrastructure conferences held in Kuala Lumpur, Malaysia. Factor analysis of 17 PFI skills produced 3 factor groupings that broadly explain the PFI skills requirements. These skills include Contract design skills, Contract Management skills, and Risk identification and Management skills. There was however no statistically significant difference in opinion between the public and private sector respondents.

scholarly journals Bestuurstyle in die openbare en privaatsektor van die Suid-Afrikaanse volkshuishouding

1991 ◽  
Vol 17 (2) ◽  
Author(s):  
W. S. De Villiers ◽  
I. Van W Raubenheimer
Keyword(s):  
Private Sector ◽  
South African ◽  
Management Style ◽  
Measuring Instruments ◽  
Management Styles ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
People Orientation ◽  
Public And Private Sector

Management styles in the public and private sector of the South African economy. A questionnaire, consisting of various biographical items and a number of measuring instruments was used to determine whether a difference in management style between organizations in the public and private sector exists. A marked resemblance between the biographical profiles of managers in the public and private sectors was found. No statistically significant difference was found in people orientation in the two sectors. Managers in the private sector however, were inclined to be more authoritarian. To the degree that this phenomenon manifests itself in managerial style, a difference in the management styles of managers in the public and private sectors does exist. Opsomming 'n Vraelys, bestaande uit 'n aantal biografiese items en ander meetinstrumente, is gebruik om te bepaal of 'n verskil in bestuurstyl tussen organisasies in die openbare en privaatsektor bestaan. Resultate dui daarop dat die biografiese profiele van bestuurders in die openbare en privaatsektor 'n groot mate van ooreenstemming toon. Geen statistics beduidende verskil is gevind in mensorientering nie. Bestuurders in die privaatsektor openbaar egter 'n groter mate van outoritarisme. In die mate waarin outoritarisme weerklank vind in die bestuurstyl van bestuurders, kan daar 'n verskil in die bestuurstyle van bestuurders in die privaat- en openbare sektor voorkom.

Relationship between CSR motivations and corporate social performance: a study in the power industry in India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Moumita Acharyya ◽  
Tanuja Agarwala
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Power Sector ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Self Interest ◽  
Public And Private Sector

PurposeThe paper aims to understand the different motivations / reasons for engaging in CSR initiatives by the organizations. In addition, the study also examines the relationship between CSR motivations and corporate social performance (CSP).Design/methodology/approachThe data were collected from two power sector organizations: one was a private sector firm and the other was a public sector firm. A comparative analysis of the variables with respect to private and public sector organizations was conducted. A questionnaire survey was administered among 370 employees working in the power sector, with 199 executives from public sector and 171 from private sector.Findings“Philanthropic” motivation emerged as the most dominant CSR motivation among both the public and private sector firms. The private sector firm was found to be significantly higher with respect to “philanthropic”, “enlightened self-interest” and “normative” CSR motivations when compared with the public sector firms. Findings suggest that public and private sector firms differed significantly on four CSR motivations, namely, “philanthropic”, “enlightened self-interest”, “normative” and “coercive”. The CSP score was significantly different among the two power sector firms of public and private sectors. The private sector firm had a higher CSP level than the public sector undertaking.Research limitations/implicationsFurther studies in the domain need to address differences in CSR motivations and CSP across other sectors to understand the role of industry characteristics in influencing social development targets of organizations. Research also needs to focus on demonstrating the relationship between CSP and financial performance of the firms. Further, the HR outcomes of CSR initiatives and measurement of CSP indicators, such as attracting and retaining talent, employee commitment and organizational climate factors, need to be assessed.Originality/valueThe social issues are now directly linked with the business model to ensure consistency and community development. The results reveal a need for “enlightened self-interest” which is the second dominant CSR motivation among the organizations. The study makes a novel contribution by determining that competitive and coercive motivations are not functional as part of organizational CSR strategy. CSR can never be forced as the very idea is to do social good. Eventually, the CSR approach demands a commitment from within. The organizations need to emphasize more voluntary engagement of employees and go beyond statutory requirements for realizing the true CSR benefits.

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