scholarly journals Ist der Staat der bessere Arbeitgeber? Arbeitsqualität im Öffentlichen und Privaten Sektor in Deutschland

2020 ◽  
Vol 69 (2) ◽  
pp. 97-128
Author(s):  
Stephanie Prümer
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Role Model ◽  
The State ◽  
Job Quality ◽  
German Government ◽  
Public And Private ◽  
The Public ◽  
Public And Private Sector ◽  
Emotional Strain

Zusammenfassung Die Sicherung und Verbesserung der Arbeitsqualität gehört zu den Zielen der EU und der Bundesregierung. Die politischen Bemühungen werfen die Frage auf, ob der Staat als Arbeitgeber im Hinblick auf die Arbeitsqualität mit gutem Beispiel vorangeht. Mithilfe von repräsentativen Befragungsdaten vergleiche ich anhand einer Reihe wichtiger Kenngrößen die Arbeitsqualität im Öffentlichen und Privaten Sektor in Deutschland. Die Ergebnisse deuten darauf hin, dass die Arbeitszeitregelungen im Öffentlichen Sektor beschäftigungsfreundlicher sind als im Privaten Sektor. Auch arbeiten Beschäftigte im Öffentlichen Sektor seltener unter Druck. Mit Blick auf physische Belastungen und emotionale Belastung werden jedoch Qualitätsnachteile im Öffentlichen Sektor identifiziert. Aufgrund dieser uneinheitlichen Ergebnisse scheint eine Vorreiterrolle des Staates mit Blick auf die Arbeitsqualität nicht gegeben. Abstract: The State – a Better Employer? Job Quality in the Public and Private Sector in Germany The EU and the German government aim to secure and enhance job quality. These political efforts raise the question whether the state as an employer serves as a role model concerning job quality. Using representative survey data for Germany I compare job quality in the public and private sector. My results indicate that job quality in the public sector is higher in terms of working time regulations. Moreover, employees in the public sector work less often under pressure. Considering physical strains and emotional strain there are drawbacks in the job quality in the public sector. Due to these inconsistent results, the state seems not to be a role model when it comes to job quality.

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.

Underlying values and competencies of public and private sector managers

2016 ◽  
Vol 5 (4) ◽  
pp. 371-387 ◽  
Author(s):  
Sean D. Darling ◽  
J. Barton Cunningham
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Private Sector ◽  
Critical Incident ◽  
Visionary Leadership ◽  
Political Environment ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public And Private Sector

Purpose The purpose of this paper is to identify unique values and competencies linked to private and public sector environments. Design/methodology/approach This study is based on critical incident interviews with a sample of senior leaders who had experience in both the public and private sectors. Findings The findings illustrate distinct public and private sector relevant competencies that reflect the unique values of their organizations and the character of the organization’s environments. This paper suggests a range of distinct public sector competencies including: managing competing interests, managing the political environment, communicating in a political environment, interpersonal motivational skills, adding value for clients, and impact assessment in decision-making. These were very different than those identified as critical for the private sector environment: business acumen, visionary leadership, marketing communication, market acumen, interpersonal communication, client service, and timely and opportunistic decision-making. Private sector competencies reflect private sector environments where goals need to be specifically defined and implemented in a timely manner related to making a profit and surviving in a competitive environment. Public sector competencies are driven by environments exhibiting more complex and unresolvable problems and the need to respond to conflicting publics and serving the public good while surviving in a political environment. Originality/value A key message of this study is that competency frameworks need to be connected to the organization’s unique environments and the values that managers are seeking to achieve. This is particularly important for public organizations that have more complex and changing environments.

scholarly journals Aggregate Public-Private Remuneration Patterns in South Africa

2020 ◽  
Author(s):  
Andreas Wörgötter ◽  
Sihle Nomdebevana
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Private Sector ◽  
Inflation Targeting ◽  
Public And Private ◽  
The Public ◽  
Causal Direction ◽  
Long Run ◽  
Causality Tests ◽  
Public And Private Sector

AbstractThis paper investigates the public-private remuneration patterns in South Africa with time-series methods for the first time since the introduction of an inflation-targeting framework in 2000. Co-integration tests and analysis confirm that there is a stable, long-run relationship between nominal and real remuneration in the public and private sector. The adjustment to the deviations from this long-run relationship is strong and significant for public-sector remuneration, while private-sector wages neither respond to deviations from the long-run relationship nor lagged changes in public-sector remuneration. The causal direction from private- to public-sector remuneration does not change if real earnings are calculated with the gross domestic product deflator. This is confirmed by simple Granger-causality tests.

scholarly journals Actions that Combat the Disruption of the Moral and Social Code with the Purpose of Favoritism

2015 ◽  
Vol 16 (29) ◽  
pp. 1-4
Author(s):  
Sergio Armando Prado De Toledo
Keyword(s):  
Criminal Justice ◽  
Public Sector ◽  
Private Sector ◽  
Public Administration ◽  
Private Companies ◽  
Public And Private ◽  
The Public ◽  
Social Code ◽  
Public And Private Sector ◽  
Reduction Of Costs

Abstract Currently, corruption has been so generalized and sophisticated that threatens to undermine the own society structure. Corruption is a problem identified in all the countries. What changes is how we deal with it. Nevertheless, why is there so much corruption? Within the group of factors, it is possible to highlight the high bureaucracy that reduces the efficiency of the public administration; the presence of a slow Judiciary Branch which is very low is terms of efficiency, when reprimanding illicit practices that incite everything ending up in pizza (this sentence was literally translated from Portuguese, it does not exist in English, but it means that impunity prevails in Brazil.); the existence of a corporatist sense among the Administration industries in the public sector in relation to the private sector and so facilitating corruption. The penalty for corruption should be constrained to mechanisms that allow the system of criminal justice to carry out actions of arrest, prosecution, penalty and repair to the country. Combating corruption complies with the republican ideal for the reduction of costs in Brazil. Moralizing the public-private relations offers juridical security to the market. The fact that some countries, especially Brazil, are seriously combating against corruption brings hope, with an eye on a more rigid legislation and less bureaucratic as well, with the end of the corporatist sense and the equivalence of salaries between the public and private sector. We shall provide effective criminal, administrative and civil penalties of inhibiting nature for future action; we shall provide cooperation between the law applicator and the private companies; we shall prevent the conflict of interests; we shall forbid the existence of “black fund” at the companies and we shall encouraged the relief or reduction of taxes to expenses considered as bribery or other conducts related

scholarly journals Customer Relationship Management (CRM) in the Public and Private Sector Banks in Bihar: A Comparative Study

2021 ◽  
Vol 10 (4) ◽  
pp. 114-122
Author(s):  
Indrajit Kumar ◽  
Mihir Kumar Shome ◽  
Jainendra Kumar Verma ◽  
Arun Kumar
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Public And Private ◽  
Customer Contact ◽  
The Public ◽  
Public And Private Sector ◽  
E Mail

Customer relationship management (CRM) plays a crucial role in any organization because success or failure depends on a company’s relationship with its customers. The objective of this study is to see how CRM can play an important role in the public and private sector banks in Bihar, India. The sample for the study consists of 250 bank managers from both public and private sector banks in Bihar. A CRM questionnaire developed by the researchers was used to measure CRM in the banking sector. Data were analyzed using SPSS software. Inferential statistics including t-test and analysis of variance (ANOVA) were used to analyze the data. The t-test results show that both the public and private sector banks differ significantly in the variables of customer contact by phone/e-mail, customer care, and innovation and quality. The ANOVA results showed that the four groups (public sector males, public sector females, private sector males, and private sector females) differed significantly in the eight variables (commitment; citizenship behavior; customer contact by phone/e-mail; planning; improved retention & better targeting of new customers; top management support; innovation and quality; and technological readiness.

scholarly journals Comparing Employee Attitudes towards Individualism-Collectivism across Public and Private Sector Organizations

2008 ◽  
Vol 23 (1) ◽  
pp. 19-47
Author(s):  
Cho Tae Jun ◽  
Faerman Sue R.
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Management ◽  
New Public Management ◽  
Factor Model ◽  
Employee Attitudes ◽  
Public And Private ◽  
The Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

One hundred thirty on responses from public employees and 154 responses from private employees were analyzed to compare employee attitudes towards individualism-collectivism across public and private sector organizations. The present study provides knowledge to public management by showing that some organizational characteristics of public sector organizations (i.e., goal ambiguity, red tape, and public-service motivation) make the public-private distinction, whereas others do not. Additionally, we found that the distinction has been blurred as New Public Management (NPM) has been adopted recently in the public sector. Finally, we support the two-factor model of organizational collectivism and individualism, as well as report that organizational individualism differentiates public and private sector organizations. The theroretical and practical implications of the findings are discussed.

scholarly journals Familiarity with Measures to Reduce Administrative Burdens in The Public and Private Sector in Slovenia

2014 ◽  
Vol 9 (1) ◽  
Author(s):  
Urška Milavec ◽  
Maja Klun
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Procurement ◽  
Information Provision ◽  
Public And Private ◽  
The Public ◽  
Public And Private Sector ◽  
Different Levels

Measures to reduce administrative burdens are part of efforts to improve regulation quality. The aim of the research carried out in 2010 in the public and private sector was to determine whether their staff display different levels of familiarity with the measures and whether both sectors define the same groups of regulation as the most burdensome. The results indicated that information provision on measures to reduce administrative burdens in Slovenia is poor, particularly in the private sector, which is intended as the main beneficiary of these measures. Despite this, the private sector reported that regulation for small and medium-sized businesses had improved over the period in which measures to reduce administrative burdens had been implemented. The public sector assessed public procurement regulation as the most burdensome, while the private sector ranked employment regulations as the most burdensome.

HRM Practices In Commercial Banks: A Discriminant Analysis Among Public And Private Sector Banks

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 214-221
Author(s):  
E. RUSHIT GNANA ROY ◽  
P. JEGAN
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Private Sector ◽  
Banking Industry ◽  
Public And Private ◽  
The Public ◽  
Public Sector Banks ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Public And Private Sector

Since the banking industry is a knowledge based industry it is essential to transfer the staff recruited into valuable human resources for the banks. It can be done by the provision of adequate skills, knowledge, competences and talents to the human resources. The investment n HRM is essential and inevitable in banking industry, since the return on investment on HRM practices for higher than its cost. With this background, that rate of implementation of HRM practices is banks was analysed. The study revealed that implementation of HRM practices at private sector banks are higher compared to public sector banks. The public sector banks should realise the importance of implementation of HRM practice in order to enrich their performance.

COLLECTIVE BARGAINING DYNAMICS IN THE NIGERIAN PUBLIC AND PRIVATE SECTORS

2011 ◽  
Vol 01 (05) ◽  
pp. 63-70
Author(s):  
Anyim C. Francis ◽  
Elegbede Tunde ◽  
Mariam A. ◽  
Gbajumo Sheriff
Keyword(s):  
Public Sector ◽  
Collective Bargaining ◽  
Private Sector ◽  
Industrial Relations ◽  
The State ◽  
Wage Determination ◽  
Federal State ◽  
Freedom Of Association ◽  
Public And Private ◽  
The Public

The objective of this paper is to examine the dynamics of collective bargaining machinery in both the public and private sectors in Nigeria; with a view to bringing to the fore the peculiarities associated with both sectors with regard to the practice of bargaining. To achieve this objective, the paper adopts a theoretical approach. The author observes that the practice of industrial relations as a discipline and that of collective bargaining in particular emanated from the private sector the world over. Thus, much of the practices of public sector collective bargaining are modelled after the private sector collective bargaining. However, in Nigeria, the obverse is the case as collective bargaining gained its root in the public sector owing to the near absence of private sector at the turn of the century. However, in Nigeria, the public sector pays lip-service to the collective bargaining machinery. Governments at all levels (Federal, State and Local) have continued to set aside collective bargaining and to give wage awards to score political points in spite of its commitment to the ILO Convention 98 to freely bargain with workers. The State or the government in the course of regulating wages and employment terms and conditions revert to the use of wage commissions. Thus, wage determination is by fiat. This preference for wage commissions can at best be regarded as a unilateral system as collective bargaining is relegated to the background.Wage tribunals or commissions offer little opportunity for workers’ contribution in the determination of terms and conditions of employment and can hardly be viewed as bilateral or tripartite. Thus, the State preference for wage commissions is anti-collective bargaining. In spite of Nigeria’s commitment to Conventions of the ILO with particular reference to such Conventions as 87 of 1948 and 98 of 1949 which provide for freedom of association and the right of workers to organize and bargain collectively. Thus, the use of wage commissions is antithetical to collective bargaining.

Wage Differentials in Malaysia: Public Employment, Gender, and Ethnicity

2021 ◽  
pp. 1-19
Author(s):  
Robert L. Clark ◽  
Naohiro Ogawa ◽  
Norma Mansor ◽  
Shigeyuki Abe ◽  
Mohd Uzir Mahidin
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Wage Differentials ◽  
Public Employees ◽  
Public Employment ◽  
Earnings Differentials ◽  
Public And Private ◽  
The Public ◽  
Public And Private Sector ◽  
Annual Earnings

Abstract The study examines the earnings differentials between the public and private sector in the Malaysian economy in terms of the moderations of the gender and ethnic wage differences in the public sector. The study uses the annual earnings from the Salaries and Wages Survey for 2011 and 2016. The key findings are that public employees are paid higher wages compared with private sector employees and the overall gender and ethnic wage differentials have declined in recent years. We also find that both gender and ethnic wage differentials are much smaller in the public sector.

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