The Role of Psychological Climate on Public Sector Employees' Organizational Commitment: An Empirical Assessment for Three Occupational Groups

ABSTRACT

In an effort to understand how proximal work environment shapes public sector employees' work attitudes, this study examined how perceptions of psychological climate were related to the extent of affective commitment in three occupational groups: clerical, professional, and managerial/executive. Data were gathered from 267 employees in 11 New York State agencies. Results indicated that the strength of association between measures of psychological climate and affective commitment varied across occupational groups. Implications of these results with respect to developing effective strategies for enhancing public sector employees' organizational commitment are discussed in detail.     

Does Person‐Organization Fit Matter in the Public ‐Sector? Testing the Mediating Effect of Person‐Organization Fit in the Relationship between Public Service Motivation and Work Attitudes

Public service motivation theory suggests that public service motivation is positively related to work attitudes, but person‐organization fit theory assumes that person‐organization fit completely mediates the relationship between public service motivation and work attitudes of public employees. This article investigates which theory better predicts attitudes toward work, such as job satisfaction and organizational commitment of public employees, by testing hypotheses on (1) whether public service motivation directly influences work attitudes, or (2) whether person‐organization fit mediates the relationship between public service motivation and work attitudes, or (3) whether both hypotheses are true. Using survey data on civil servants in Korea, this article shows that public service motivation has not only a direct effect on but also an indirect effect on job satisfaction and ‐organizational commitment through its influence on person‐‐organization fit.     

Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees

Readers are invited to a rendezvous with the meaning of the heart and emotions in public administration. Despite the growing interest in recent years in emotional intelligence within the managerial literature, too little has been written about emotional intelligence within the public sector. This is surprising in light of New Public Management voices that stress flexibility, responsiveness, and a focus on the needs and demands of citizens. The functionality of the heart in a mind‐oriented bureaucracy is analyzed, and a model is suggested for exploring the relationship between emotional intelligence, organizational politics, and employees' performance in public agencies. This model is empirically tested in two Israeli municipalities. The results support a moderating role of emotional intelligence in the relationship between organizational politics and emotional commitment, as well as between organizational politics and employees' absenteeism. Other direct mediating effects of political perceptions and skills are noted. Implications for theory development, future empirical studies, as well as practical recommendations are suggested.     

The Link Between Job Satisfaction and Organizational Commitment: Differences Between Public and Private Sector Employees

ABSTRACT

Employees in the public and private sectors experience different working conditions and employment relationships. Therefore, it can be assumed that their attitudes toward their job and organizations, and relationships between them, are different. The existing literature has identified the relationship between organizational commitment and job satisfaction as interesting in this context. The present field study examines the satisfaction–commitment link with respect to differences between private and public sector employees. A sample of 617 Greek employees (257 from the private sector and 360 from the public sector) completed standardized questionnaires. Results confirmed the hypothesized relationship differences: Extrinsic satisfaction and intrinsic satisfaction are more strongly related to affective commitment and normative commitment for public sector employees than for private sector ones. The results are discussed, limitations are considered, and directions for future research are proposed.     

Engage Them through Emotions: Exploring the Role of Emotional Intelligence in Public Sector Engagement

The public administration literature has demonstrated the valuable impact of employees' engagement on public service. However, studies conventionally deal with engagement as a unidimensional construct, with few explanations for its evolution. To promote knowledge in this arena, the authors propose public sector engagement (PSE) as a multidimensional construct, comprising social responsibility, work engagement, and organizational citizenship behaviors at the individual level. The authors develop and examine a set of hypotheses proposing that PSE may be augmented by enhancing civil servants' emotional intelligence (EI) as well as their supervisors' EI. Using a two‐study multimethod approach (i.e., an experiment and a survey), the authors identify employees' and managers' high EI as a critical resource in enhancing PSE. The article concludes by theoretically framing the findings using the job demands‐resources model and illuminating the practical value to public service of better selection and training of high‐EI employees and managers.     

Competitiveness improvement in public sector organizations: What they need?

What types of public sector organizations have more capabilities to build competitive advantages? Ability to achieve a unique advantage over the competitors is a way to explain why some of the firms are more successful than others, and it is important to the survival of both public and private businesses in the present day's highly competitive business world. Concentrating on the role of employees, the current study analyzes how internal marketing, employees' positive work attitude, and employees' intention to leave have an impact on public firms' competitiveness improvement. Our survey‐based data from 82 public sector organizations in Bangladesh showed that internal marketing affects positively on employees' positive work attitude and negatively on employees' intention to leave in public sector organizations. Most importantly, our result confirmed that firms' internal marketing and employees' positive work attitude influence positively on firms' competitiveness improvement. We did not find any significant relationship between employees' intention to leave and firms' competitiveness improvement in public sector organization.     

How Pro‐social Motivation Affects Job Satisfaction: An International Analysis of Countries with Different Welfare State Regimes

Employees' pro‐social motivation has been shown to be positively related to job satisfaction, especially when the perceived usefulness of the job to society and other people is high. There is, however, a lack of analyses which include both public and private employees, and it has not yet been studied whether the relationships are robust across welfare state regimes. This study therefore examines the moderated relationship between pro‐social motivation and job satisfaction. Using data from the cross‐national 2005 ISSP survey (14 countries, N = 10,630), it confirms that the relationship between pro‐social motivation and job satisfaction is moderated by perceived usefulness of the job for society and other people. Usefulness again depends on the individual's employment sector (public versus private), and this public–private difference in perceived usefulness also varies between different welfare state regimes. This indicates that sector differences in how pro‐social motivation affects job satisfaction depends on the broader institutional context, and the article therefore contributes with important knowledge for the recruitment and retention of motivated and satisfied employees in a period of changing public–private responsibilities in the provision of welfare services.     

The impact of human resource practices on employee engagement in the airline industry

The impact of recruitment and training on employees increases psychological state, commitment, and employee attachment to the organization. Several researchers have continuously, for several decades, investigated the effect of recruitment and selection and the robust impact on employees; nevertheless, the effect of human resources practices on both the employees' satisfaction and retention as parameters of the organization performance cannot be overemphasized. Drawing from Social Exchange Theory (SET), the study identifies the significance of human resource practices (selecting and recruitment, training, and development) on employees. 277 questionnaires were collected from six private airline employees in Jordan. The hypotheses, validity, and reliability were tested through Structural Equation Modeling (SEM). The findings indicate that proper selecting and recruitment and training have a significant impact on organization. Also, Employee Engagement (EE) plays a mediating role on model variables. The study further indicates that employee engagement partially mediates the relationship between variables. Cross‐sectional data collection was employed; therefore, generalizing the findings should be done with caution. This study is of importance to human resources managers and policymakers to understand the significant impact of HR practices, attracting effective and efficient employees.     

Impact of “U.S. Veterans' Access,Choice and Accountability Act of 2014” on employee morale and work behavior: Does “creating an at‐will workplace” lead to better outcomes?

This study estimates the impact of job security rule changes on federal civilian employees' work attitudes and behavior (i.e., job satisfaction and turnover intention) by looking at recent U.S. Department of Veterans Affairs (VA)'s Veterans' Access, Choice and Accountability Act (VACAA) of 2014. The data for the analysis are derived from the 2010, 2011, 2013, 2014, and 2015 U.S. Federal Employee Viewpoint Surveys. A difference‐in‐differences quasiexperimental methodology was used to examine the effect of a job security rule change on VA employee job satisfaction and turnover intention. This study's results indicate that the overall effect of the introduction of a new job security rule at VA is a decrease of approximately 7 percentage points in employee job satisfaction and 8 percentage points in employee turnover intention, which are a substantial effect. This study contributes to both the theoretical and the empirical understanding of at‐will employment systems and public employee work morale and attitudes.     

Strategic Human Resource Practices: Introducing Alternatives for Organizational Performance Improvement in the Public Sector

Can public sector organizations increase productivity through competition in spite of inherent limitations, such as budget constraints? This study addresses that question by examining the impact of four factors that contribute to employees’ expectations regarding competitive work environments on organizational performance in terms of overall quality of work and client satisfaction. The four factors measured include rewards for merit such as salary and benefits, opportunities, organizational rules, and the capacity to deal with risks as perceived by employees. Using data on public and nonprofit sector employees, expectations for merit rewards were positively related to employees’ perception of organizational performance when the conditions of performance‐based organizational rules and risk‐taking behaviors were also satisfied. Moreover, employees’ perceptions of organizational performance tended to increase when they felt that organizational rules were oriented toward performance plus organizational members and top leaders exhibited greater risk‐taking behaviors. However, no correlation was evident between employees’ expectations of opportunities and perceived organizational performance.     

Comparing Affective Commitment in the Public and Private Sectors: A Comprehensive Test of Multiple Mediation Effects

Employees’ organizational commitment is associated with a number of positive outcomes, such as employee motivation, job satisfaction, productivity, and retention. But previous research has suggested that there may be important sector differences in both commitment and its explanations, yet results are very mixed. We study sector differences in affective organizational commitment among 1,043 public and private office workers who perform very similar tasks across sectors, testing the influence of factors thought to explain commitment and expected to vary between the sectors. We propose that the mixed results are due to different variables mediating the relationship between sector and organizational commitment. Conducting a multiple mediation analysis, we find that more hierarchy negatively mediates the relationship between public sector employment and organizational commitment. On the other hand, the relationship between public sector employment and organizational commitment is positively mediated by public service motivation and participatory management. This highlights the importance of not only studying simple sector differences, but also including relevant individual and organizational-level variables that can explain the mechanisms behind such differences.     

The Role of Organizations in Fostering Public Service Motivation

In seeking to explain the antecedents of public service motivation, James Perry focuses on the formative role of sociohistorical context. This study tests Perry's theory and examines the role that organizational factors play in shaping public service motivation, based on responses from a national survey of state government health and human service managers. The findings support the role of sociohistorical context, showing that public service motivation is strongly and positively related to level of education and membership in professional organizations. The results also underscore the significant influence of organizational institutions, indicating that red tape and length of organizational membership are negatively related to public service motivation, whereas hierarchical authority and reform efforts have a positive relationship. Therefore, public organizations have both an opportunity and a responsibility to create an environment that allows employees to feel they are contributing to the public good.     

Participative Management and Job Satisfaction: Lessons for Management Leadership

Researchers and practitioners in both the public and private sectors agree that participative management improves employees' job satisfaction. Public agencies have also turned to strategic planning to enhance government performance and accountability. This study explores the relationship between participative management in the context of the strategic planning and job satisfaction in local government agencies. The results of multiple regression analysis show that managers' use of a participative management style and employees' perceptions of participative strategic planning processes are positively associated with high levels of job satisfaction. The study also finds that effective supervisory communications in the context of the strategic planning process are positively associated with high levels of job satisfaction. The study suggests that participative management that incorporates effective supervisory communications can enhance employees' job satisfaction. In this regard, organizational leaders in the public sector should emphasize changing organizational culture from the traditional pattern of hierarchical structure to participative management and empowerment.     

A conceptual model development of the impact of higher education service quality in guaranteeing edu‐tourists' satisfaction and behavioral intentions

This conceptual study proposed that university service quality is of significant influence in guaranteeing education tourist's (edu‐tourist) satisfaction, recommendation intention, and repurchase intention. The study considers the universities as tourism markets that attract edu‐tourists and put forward that the level of service quality provided by institutions can influence on the satisfaction of edu‐tourist and their post‐behavioral intention in an educational tourism context. This paper analyzed several previous studies and discussed service quality factors affecting edu‐tourist's satisfaction and behavioral intentions using various databases such as social sciences and psychology. The theoretical framework of the means‐end approach was used to evaluate service quality dimensions. The findings revealed the most significant factors affecting edu‐tourist's perception of service quality, satisfaction, and behavioral intentions. Overall, the campus facilities perceived to be the most prominent factor in satisfying edu‐tourists. Recommendations for future research relating the crucial determinants of service quality in influencing consumers' behavior are discussed.     

Predicting Organizational Actual Turnover Rates in the U.S. Federal Government

ABSTRACT

This study expands the level of analysis on turnover in public administration, especially in the U.S. federal government, from the individual level to the organizational level by using organizational actual turnover rates. Some scholars argue that public employees' turnover intention generally reflects actual turnover. However, very little empirical evidence supporting this argument has been provided in public administration, especially in a broad array of public agencies. This study has rejected this argument by showing insignificant or weakly significant correlations between organizational actual turnover and weighted turnover intention rates. In addition, overall, the two regression results for organizational actual turnover and turnover intention also show different results from those in the existing literature on individual-level turnover intention. The significant predictors of organizational actual turnover rates are goal ambiguity, pay satisfaction, and diversity policy satisfaction. The correlation and regression results imply that research on predictors of turnover may need to consider the differences that may result from using different units of analysis and to make a distinction between turnover intention and actual turnover.     

An Integrative Model of Empowerment and Individuals' In-Role and Extra-Role Performance in the Korean Public Sector: Moderating Effects of Organizational Individualism and Collectivism

ABSTRACT

While empowerment has emerged as a new management paradigm, virtually no research has combined structural and psychological approaches to develop an integrative approach. Moreover, prior research has not examined the effect of the cultural context on the relationship between empowerment and performance. Drawing on a sample of public employees working in the city of Seoul, the largest local government in Korea, this study examined the effects of structural and psychological empowerment on both in-role and extra-role performance, and the moderating effects of organizational individualism and collectivism. Of the 400 questionnaires, 191 usable respondents, combining employees' and managers' questionnaires, were returned. Data were analyzed using structural equation modeling (SEM). Results of the analyses indicated that psychological empowerment mediates the relationship between structural empowerment and extra-role performance, and that organizational collectivism moderates the relationship between psychological empowerment and extra-role performance. Based on these results, the implications of the findings are discussed.     

Valence and satisfaction with democracy: A cross‐national analysis of nine Western European democracies

In recent studies, scholars have highlighted factors that influence citizen satisfaction with democracy, with particular emphasis on the role played by the institutional features of political systems, and ideology. This article presents the first empirical study of whether changes in important party characteristics can affect individuals' satisfaction with democracy. Using a measure of parties' character‐valence derived from content analysis of news reports, evidence is presented that when governing parties' images decline with respect to important valence‐related attributes such as competence, unity and integrity, then citizen satisfaction with democracy similarly declines. However, this relationship is conditional on the performance of opposition parties. These findings are relevant to studies of regime support, political representation, democratic accountability and voter behaviour.     

Does Perceived Societal Impact Moderate the Effect of Transformational Leadership on Value Congruence? Evidence from a Field Experiment

Transformational leadership, it is argued, aligns employees' values with those of their organization. Empirical research has found a positive relationship between transformational leadership and value congruence. Yet studies rely predominantly on cross‐sectional research designs that limit causal conclusions and have not uncovered the potential contextual conditions of this argument. This article argues that transformational leadership positively affects value congruence in public service organizations, but only when employees see that their jobs impact the well‐being of other people and society. To test the relationship between transformational leadership and value congruence and the moderating effect of perceived societal impact, the article combines a field experiment on 79 managers of public service organizations and a balanced survey panel of their 583 employees. Consistent with the expectation, results indicate heterogeneous treatment effects, implying that employees' perceived societal impact is important to consider when transformational leaders strive to align the values of individual employees and the organization.     

The effectiveness of the road accident fund (RAF) performance‐management development system at the RAF office in Durban,South Africa

In today's globalised business world characterised by a high level of competition and unstable markets, businesses are called upon to utilise their resources in the most effective and efficient manner to survive. It has become critical for businesses to monitor their employees' performance and to constantly develop and train employees to eliminate inefficiencies and improve productivity. Performance management has come to play an indispensable role in helping organisations reach their productivity goals. However, research indicates that many organisations have failed to implement and maintain effective performance‐management systems owing to employees' negative attitudes towards performance‐management practices. This paper through a quantitative approach investigates the effectiveness of the Road Accident Fund (RAF) performance‐management development system (PMDS) at the RAF office in Durban, South Africa. The sample of participants were selected from different structures across the organisational hierarchy. The key findings from the study indicated that within RAF performance management review outcomes are very subjective; the performance management system is not fully implemented; there is inconsistent implementation of performance management amongst different departments; and a lack of managers' involvement in implementing the performance management system. Some of the recommendations made include the use of 360° feedback appraisal for employee performance evaluation; keeping up‐to‐date job profiles outlining the roles and responsibilities of staff; and making sure that employees are aware of performance measurements and performance criteria used during performance reviews to reduce subjectivity.     

Sustainable development challenges in a war‐torn country: Perceived danger and psychological well‐being

The laborer's physical and mental health, well‐being, and happiness are among the major indicators for measuring each nation's sustainable development. A conflictive and hostile external environment (war zone) poses considerable difficulty and psychological distress to workers and nonworkers. Therefore, working in such a physically dangerous business environment may hurt worker's well‐being and happiness that in turn may reduce the workers' productivity at the workplace. A high level of laborers' productivity in public and private sectors is essential for achieving sustainable development in the long term. Therefore, this paper examines the effects of perceived danger on employees' psychological well‐being in war‐torn Afghanistan, an issue being addressed for the first time. We tested the moderating role of social support from coworkers on this effect in order to have a broader vision of which individuals are healthier and happier in a physically dangerous working environment. Two survey data sets were collected from 190 employees working in various small private and public businesses in Herat, Afghanistan. Our results reveal the negative impact of perceived danger on employees' psychological well‐being and that employees who receive little or no social support from their peers feel the negative effects of a physically dangerous working condition even more acutely.