The Mediating role of Job Satisfaction in the Relationship between Organizational Justice and Employee Outcomes

Grounded in Social Exchange Theory and Equity Theory, this study examined the mediating role of job satisfaction on the relationships between organizational justice and employee’s outcomes. The study applied PLS-SEM to analyze data obtained from 142 employees. The results show significant relationships exist between organizational justice dimensions and job satisfaction and between job satisfaction and employee’s outcomes. Furthermore, the study found the mediating effect of job satisfaction on the hypothesized relationships. This paper contributes to the existing human resources literature on employees’ outcomes and guides management on how to improved employees’ job satisfaction and employee outcomes.     

Distributed leadership and performance-related employee outcomes in public sector organizations

Distributed leadership is the sharing of leadership tasks between managers and employees. This article demonstrates how a distributed leadership perspective adds to the public administration literature by including an important sensitivity to planned and nonplanned leadership. We propose a theoretical model that explains the impact of distributed leadership on employee outcomes which have a direct or indirect impact on organizational performance in public organizations contingent on alignment with individual leadership capacity and organizational goals. Our empirical analysis in the Danish hospital sector shows initial support for the expected relationships between distributed leadership and performance-related employee outcomes such as job satisfaction and innovative behavior. This indicates that the distributed leadership perspective holds the potential to strengthen service delivery in complex public service organizations while there is weaker support for the notion that the positive impact of distributed leadership depends on individual leadership capacity and their support for organizational goals.     

Job Satisfaction of Public Sector Employees in Sub-Saharan Africa: Testing the Minnesota Satisfaction Questionnaire in Ghana

Public sector administration in sub-Saharan Africa experiences a myriad of problems of the logical perception between worker dissatisfaction and demotivation of job standards. This study tested the Minnesota Satisfaction Questionnaire (MSQ) in a typical public sector organization in sub-Saharan Africa. A total of 100 usable surveys were analyzed with SPSS. A very low level of job satisfaction was indicated, and more than 83% of respondents indicated dissatisfaction in their pay and the amount of work they do. Significant differences in job satisfaction scores were also found in the educational level of staff, and between genders. The study outcome highlights the roles of employees and organizational weak spots of human resource management (HRM) practices in a typical sub-Saharan African country, and provides an alternative pathway in employee satisfaction and performance outcome.     

Organizational Structure,Work Involvement,and Job Performance of Public Servants

The purpose of this study is to understand the predicting role of organizational structure on job performance. Work involvement is tested as a mediator in the hypothesized link. The study presents the results of a cross-sectional survey of 256 public servants in public service departments and agencies in Malaysia. The research results have provided marginal support for the key theoretical propositions. The significant and positive impact of job codification indicates the importance of this factor in predicting job performance of public servants. The empirical link is mediated by work involvement, which suggests that there is an indirect influence of job codification on job performance. This study aims to provide additional empirical evidence on the influence of organizational structure and job performance in the public sector.     

Organizational Identity,Image, and Reputation: Examining the Influence on Perceptions of Employer Attractiveness in Public Sector Organizations

The active management of an organization’s image, identity and overall reputation can result in a range of benefits including attracting larger and higher quality job applicant pools, fostering an improved overall impression of the firm in potential employees’ minds and retaining and engendering loyalty amongst current employees. How these concepts apply in the public sector remains nascent. This paper reviews the extant literature on identity, image, and reputation and identifies how and why these concepts are salient for exploring current and potential employees’ perceptions of the public sector as an employer. A conceptual model is developed through reviewing organizational characteristics of public sector entities and proposing how these may influence employees’ image, identity and reputation perceptions of the employer attractiveness of the sector.     

Creating Better Employees through Positive Leadership Behavior in the Public Sector

This paper advances the notion that leaders’ behavior in public organizations impacts employee emotions and workplace functioning. The paper proposes a conceptual model showing the impact that specific leader behaviors have on employee momentary emotions and thereby subjective well-being, organizational citizenship behavior, and job performance. Findings from research on leader behaviors and follower outcomes in private organizations and workplace emotions are used to show the importance of understanding and promoting types of leader behaviors that enhance employee and organizational outcomes within public institutions. It is expected that this model will facilitate future research in this area.     

Funding,Management, and Individual-Level Factors: What Factors Matter in Predicting Perceived Organizational Effectiveness?

Scholars have examined organizational effectiveness in state and federal government agencies to determine which factors matter. Their findings revealed that public organizational effectiveness is affected by environmental, human resource management, organizational, and individual-level factors. However, what is conspicuously absent is the impact funding has on organizational effectiveness. To further previous literature, this article examined agency funding levels as well as management and individual-level factors to determine the relationship these factors had on organizational effectiveness. In doing so, a model was developed to predict perceived organizational effectiveness, and it was tested on 330 United States government workers in the state of New York. The findings from the analysis were clear: perceived organizational effectiveness was impacted by employee perceptions regarding the level of funding the agencies were allocated. Additionally, the level of role ambiguity and employee participation in decision-making as well as employee job performance and public service motivation levels were also found to matter. The implications and limitations of these findings are discussed in the article.     

THE IMPACT OF PUBLIC SERVICE MOTIVES ON WORK OUTCOMES IN AUSTRALIA: A COMPARATIVE MULTI‐DIMENSIONAL ANALYSIS

There is a general consensus that individuals who are driven to serve the public interest can possess a mix of public service motives for engaging in altruistic actions. This article proposes that when analysed simultaneously, some public service motives may play a more important role than others in influencing work outcomes. The pressing questions are which ones and how? Through a survey of a group of Australian public sector employees, this article explores the relationship between the various dimensions of public service motivation (PSM) and the common work outcomes: organizational commitment, job satisfaction and job motivation. The combinations of PSM dimensions that had a greater impact on these work outcomes are also found to vary with different outcomes.     

Corporate Social Responsibility,Public Service Motivation and Organizational Citizenship Behavior in the Public Sector

This article examines the mediating role of public service motivation (PSM) on the relationship between employees’ perceptions of corporate social responsibility (CSR) and organizational citizenship behavior (OCB). A sample of employees working in public sector banks in Egypt completed a structured questionnaire comprising of questions regarding CSR perceptions and PSM. Immediate supervisors rated the OCB of employees who responded to the survey. Results reported in the paper found the following: a) Employee perceptions of both internal and external CSR had a positive influence on the development of employee desire to serve the public; b) PSM partially mediated the relationship between internal CSR perceptions and employee OCB; c) PSM fully mediated the relationship between external CSR perceptions and OCB. This study extends current knowledge of the theoretical foundations surrounding CSR at the individual-level of analysis and offers practical implications by stressing the importance of employee desire to serve the public.     

Low-Hanging Fruit: Leadership,Perceived Prosocial Impact,and Employee Motivation

Transformational leadership affects public service motivation, but little is known about the context dependency of this association. If citizen contact and, therefore, relative perceived impacts on others and society differ, the association between transformational leadership and motivation is also expected to differ. Analyzing public employees and their leaders from four organizational contexts, we find that employees have relatively higher perceived impact on others and are more user-oriented in contexts with high citizen contact. The association between transformational leadership and employee motivation also depends on employees’ perceived impact, implying that some fruit hangs lower than other when leaders try to increase employee motivation.     

Comparing Employed and Unemployed Workers' Job Motivations for Sector Choice in East Asia: Does Employment Status Matter?

This article seeks to extend the understanding of the varying nature of job motivations on choosing public sector employment by comparing the two different groups of people—the employed and the unemployed—in the context of East Asia. Utilizing a subset of data from the International Social Survey Program on Work Orientation module in 2005, this article examines how eight job motivational aspects correlate with the choice between public and private sector employment. Major findings indicate that there are significant differences in job motivations between people of different employment status. Moreover, public service motivation was a not a significant factor of sector choice for the unemployed workers, compared to the employed workers who cited job usefulness to society as a reason to join the public sector employment. Practical implications are presented at the end of the article.     

AFFECTIVE ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION: A CROSS‐NATIONAL COMPARATIVE STUDY

Public managers across countries are faced with challenges of attracting and retaining high‐quality employees in the context of widespread financial constraints and increasing inter‐sectoral competition. These changing circumstances have reinforced the need to enhance public employees' affective organizational commitment, which is related to important outcomes such as employees' performance and retention. However, we know little about the factors that can positively influence affective organizational commitment in a cross‐national context. This study applies a cross‐national comparative approach using data from four US states (Oregon, Florida, Washington, and Utah) and India to examine the factors influencing affective organizational commitment. We focus mainly on the effects of job satisfaction, which is considered to be the most important antecedent of affective organizational commitment. Our findings indicate that, in both countries' contexts, job satisfaction has a significant positive impact on affective organizational commitment. We also examine the US–India differences in the levels of affective organizational commitment. Findings indicate that, compared to the four US states of Oregon, Florida, Washington, and Utah, affective organizational commitment is significantly higher among Indian public managers.     

ETHICAL CLIMATE AND RULE BENDING: HOW ORGANIZATIONAL NORMS CONTRIBUTE TO UNINTENDED RULE CONSEQUENCES

Rules help ensure consistent employee behaviour, yet rule bending occurs in public organizations every day. Previous research indicates that rule bending is influenced by organizational structure and personal characteristics (DeHart‐Davis 2007). This present study considers the influence of organizational norms on rule bending by exploring the impact of ethical climate, which signals to employees the best course of action when faced with situations that are ethical in nature (Victor and Cullen 1987, 1988). To investigate this relationship, survey data from employees of a large American local government are analysed. Results from a structural equation model show that three ethical climates – ‘organization interest’, ‘team interest’, and ‘rules/SOP’ – significantly influence rule bending. Findings suggest that organizational norms play a critical role for employee behaviour and public managers can consider rule bending and ethical climate as impetuses for organizational change.     

Contractual Conditions,Organizational Level,Dimension of Organization,and Work Conflict as Potential Predictors of Job Stress in Public Administration

Job stress is a pervasive problem for employers in the 21st century economy, making it a timely and important topic in organizational settings. The variables influencing job stress are numerous and consequently it may be analyzed from different perspectives, but the root is primarily physical and psychosocial. This study specifically explores three physical sources of job stress—contractual condition of work, organizational position, and dimension of organization—and of one psychosocial source—work conflict. A survey instrument was used to collect information from regional Public Administration employees of South Italy. Data from 1,130 respondents were analyzed. Statistical correlations and hierarchical regression showed that contractual condition of work, organizational position, organizational dimension, and work conflict were all predictive aspects of job stress.     

Analyzing the Link Between Job Satisfaction and Performance in Educational Institutions

The relationship between job satisfaction and organizational performance has been one of the most controversial issues in organizational management. This study examines how job satisfaction affects organizational performance analyzing the panel data collected from educational institutions in Korea. The results demonstrate that teachers’ organizational satisfaction is likely to improve students’ performance in standardized tests, whereas their work satisfaction is negatively related to it. Private school teachers showed higher organizational satisfaction than public school teachers and produced higher students’ test scores. No significant difference in work satisfaction between public and private school teachers was found.     

Yours emotionally: How emotional intelligence infuses public service motivation and affects the job outcomes of public personnel

We investigate the role of emotions in the public sector and their relation with work outcomes typical of public arenas. We focus on the emotional intelligence of public healthcare staff and its potential impact on public service motivation, job satisfaction, affective commitment and the quality of service to citizens. Using data from 200 nurses in a large Israeli public hospital, we examine a mixed model of direct and indirect relationships. The findings support direct positive relationships between emotional intelligence, public service motivation and job outcomes, and several indirect relationships: (1) the mediating effect of public service motivation in the relationship between emotional intelligence and affective commitment, and (2) the moderating role of emotional intelligence in the relationship between public service motivation and service quality. The impact of public service motivation on self‐reported service quality is stronger for public employees with more emotional intelligence.     

Satisfaction with and Success of Employee Training from a Public Service Motivation Perspective

New public management requires modernization processes, including modern human resource practices, to enhance public sector performance. According to human capital theory, well-qualified and highly motivated public sector employees improve institutional performance; this study investigates the extent to which employee training as human resource practice can enhance one component of employees’ public service motivation (PSM), namely public interest, and their competencies as employee outcome. We examine public interest as a mediator or a moderator of the relationship between satisfaction with employee training and the resulting competence gain. The findings indicate a positive direct effect of satisfaction with employee training on competence gains and a mediating effect of public interest.     

THE INFLUENCE OF MANAGERIAL AND JOB VARIABLES ON ORGANIZATIONAL COMMITMENT IN THE POLICE

Like all public sector agencies police forces are under constant pressure to improve their performance through better management of existing resources. However, little research has been done that explains how officers' organizational commitment, an essential requirement for above average employee productivity, can be improved. Using a whole population survey of a county police force in the UK, managerial, job, and demographic variables are analysed that influence officers' organizational commitment. Experiences of the way officers are managed were found to have the strongest influence on their organizational commitment while job related variables were found to have a lesser influence. The decline in organizational commitment found in the early years of officers' careers should be a cause for concern for senior managers in the police. The paper concludes that much need to be done to make police policies more effective in achieving promotion of officers who have the managerial competences needed to engender higher levels of organizational commitment.     

The Influence of Emotional Labor and Emotional Intelligence on Job Performance: Does Ownership Type Matter? A Comparison of Public and Private Organizations in China

ABSTRACT

Given the limited knowledge about the effect of contextual factors of organizational ownership types on emotional labor, this research addresses two main questions: (1) whether emotional labor varies among organizations with different ownership types; and (2) whether emotional labor and emotional intelligence relate to job performance in different ways in public and private organizations. This paper examines the research questions with 306 self-report questionnaires from the public sector, domestic privately-owned enterprises and foreign-invested firms in China. Significant differences were found in the emotional labor reported in public and private organizations. Overall, emotional labor was found to have a significant effect on in-role performance, and emotional intelligence moderated the link between emotional labor and job performance in public organizations, but not in private organizations.     

Does Ownership Matter for Employee Motivation When Occupation Is Controlled for?

The public service motivation literature argues that public employees are more motivated than private employees to deliver public service for the benefit of society. But the reason for this may be that the classical welfare services are predominant in the public sector. This article therefore investigates if ownership matters to employee motivation when occupation is controlled for. The findings show that the employees in both sectors have pro-social motivation, but that public sector employees are more motivated to work for the public interest, whereas private sector employees are more motivated to help individual users of services. The survey data are based on 3,304 Danish employees working in private as well as public organizations.