Sector choice,multiple job holding and wage differentials: Evidence from Poland

This article uses data from Poland to investigate the role played by wage differentials, between the public and private sectors, in influencing sector choice and the decision to moonlight. Standardising for worker characteristics and allowing for sector selection effects, we find (i) a substantial private sector wage premium, (ii) wage differentials are a significant determinant of sector choice, and (iii) the desire to moonlight is particularly strong among those who face the greatest wage gap, that is, university educated employees.     

Education,Employment and Earnings of Secondary School and University Leavers in Tanzania: Evidence from a Tracer Study

This study uses a tracer survey of secondary school completers in Tanzania to analyse the impact of educational qualifications on labour market earnings. We show that the rates of return to the highest educational qualifications for wage employees are not negligible and, at the margin, provide an investment incentive. However, we find little evidence of human capital effects in the earnings determination process for the self-employment sector. Introducing controls for father's educational background and a set of school fixed effects designed to proxy for school quality and potential labour market network effects reduces the estimated rates of return to educational qualifications. A comparison of our results with the available evidence from other countries in the region suggest that, despite an extremely small secondary and university education system, the private rates of return to education in the Tanzanian wage employment sector are comparatively low.     

Predicting executive vacancies: An organizational approach

When an executive departs, some organizations experience a vacancy while others do not. Recent research shows that the occurrence and length of vacancy instances within and across sectors varies widely. However, the causes of such variance in vacancies have yet to be carefully addressed by public management research. This study explores the determinants of executive vacancy, focusing specifically on organizational-level characteristics of size, performance, and sector as well as the role of anticipation of a departure. We use data from public and private US doctoral universities to identify 230 leadership transitions between 1993 and 2013. In this context, we find that anticipation of departure is an extremely strong predictor of vacancy. Moreover, private universities are significantly less likely than their public counterparts to experience executive vacancy while organizational performance and size do not appear to influence vacancy.     

What's the Problem in Public Sector Workforce Recruitment? A Multi-Sector Comparative Analysis of Managerial Perceptions

Public sector workforce recruitment is problematic, but the nature of that problem is not clearly defined. Workforce recruitment is essentially a matching problem that requires managers to recruit desired employees in available labor pools. This research asks whether sectoral differences and competition for labor affect whether public managers frame the major problem of workforce recruitment as the size, qualifications, or work ethic of the labor pool. Using survey data from about 2,300 managers from two US states, problem attributions are modeled using multinomial logit. The findings suggest that the public and nonprofit sectors find it more problematic to recruit qualified employees than the private sector, but public and nonprofit agencies hold a comparative advantage over the private sector in recruiting employees with sufficient work ethic. Therefore, public and nonprofit managers should emphasize retention and training to leverage their comparative advantage in recruiting employees with work ethic while addressing a comparative disadvantage in recruiting qualified employees.     

Long-Term Absenteeism From Work: Disentangling the Impact of Sector,Occupational Groups and Gender

Absenteeism is critical to organizational performance. Although absenteeism is higher in the public than in the private sector, surprisingly little public administration research has studied this topic. We investigate and test potential explanations for these differences: is it because the public sector employs more women and occupational groups that have higher absence? Using register data, we find that for six out of seven occupational groups long-term absenteeism is more likely for public than for private sector employees; generally, this is true for both genders. We discuss potential explanations and future avenues for investigating these sector differences.     

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.     

Determinants of Performance in Government: Focusing on the Effect of Organizational Politics and Conflicts in Organizations

Conflicts and politics in organizations are common in both the public and private sectors. However, there are few comprehensive studies regarding the relationship between politics, conflicts, and outcomes in the public sector. Therefore, this study sought to empirically explore the relationships between organizational performance, organizational conflicts, and organizational politics in the public sector. To analyze the effects of organizational politics and conflicts on performance in government organizations, hierarchical multiple regression analyses were performed. The results indicated that organizational politics and relationship conflicts negatively affect organizational performance.     

Is Managerial Work in the Public and Private Sectors Really “Different”? A Comparative Study of Managerial Work Activities

This article aims to discern the extent to which managerial work is similar and different in the public and private sectors. Using propositions and structured categories for describing what managers do, this article compares results of an observational study conducted in the Canadian public sector with similar studies from the private sector. Through a comparison of work type, hours, location, activities, and contact patterns, this research finds few differences in managerial work activities between the two sectors, despite contextual and situational differences. Possible explanations are explored, implications of the findings are discussed, and future research directions are proposed.     

Endogenous Determinants for Renegotiating Concessions: Evidence from Local Infrastructure

The engagement of local government in public–private partnerships (PPPs) for the provision of infrastructure and public services is a global trend. Light rail services, water systems, waste management systems, schools, sport centres and social housing are simply a few examples of sectors in which the private sector is becoming more actively involved with local authorities. Most of these engagements are conducted through the use of mixed companies and contractual concessions. However, both of these uses suffer from a major shortcoming – renegotiations. Contracts are often renegotiated within a few years of being signed, and some evidence reveals that the results might not protect the public interest. This article aims to understand how and why renegotiations of local concessions occur by examining the specific characteristics of contracts (endogenous determinants). To illustrate the discussion, a case study of a light rail system is analysed, exemplifying the effect of a contractual renegotiation. The authors argue that contractual renegotiation can be useful in decreasing contract incompleteness, but a poorly designed contractual clause can allow for opportunistic concessionaire behaviour.     

Crossing the Boundaries between ‘Third Sector’ and State: life-work histories from the Philippines,Bangladesh and the UK

The three-sector model—encompassing the private, public and non-governmental or ‘third’ sectors—is important to much of the research that is undertaken on development policy. While it may be analytically convenient to separate the three sectors, the realities are more complex. Non-governmental actors and government/public sector agencies are linked in potentially important (though often far from visible) ways via personal relationships, resource flows and informal transactions. This paper seeks to understand these links by studying the ‘life-work histories’ of individuals who have operated in both the government and third sector. Two main types of such boundary crossing are identified: ‘consecutive’, in which a person moves from one sector to the other in order to take up a new position, and ‘extensive’, in which a person is simultaneously active in both sectors. Drawing on a set of recently collected life-work history data, the paper explores the diversity of this phenomenon in three countries. It examines the reasons for cross-over, analyses the experiences of some of those involved, and explores the implications for better understanding the boundaries, both conceptual and tangible, that both separate and link government and third sector in these different institutional contexts.     

Going privately: partnership and outsourcing in UK public services

Public private partnerships provide an important illustration of the way the traditional role of government as employer and service provider is being transformed. While policy–makers argue that the growing role of the private sector is not driven by ideological thinking – that, in fact, both public and private sector organizations can benefit from working together in partnership relations – in practice it is the norms and rules of private sector management that underpin reforms. This paper assesses evidence from two detailed case studies of partnerships and demonstrates, first, that there is little evidence of mutual gains from partnership arrangements and, second, that because of an imbalance of power between public and private sector partners, any gains achieved are not distributed equitably. These results suggest that current reforms need to be refocused around building on the distinctive qualities of services provision in the public sector, rather than expanding the private sector world of markets and contracts.     

Intersectoral Police Collaboration: An Exploratory View from the States

Modern policing in the United States is best conceived as a joint undertaking between public and private sectors. Over the last several decades there has been a gradual movement away from monopolistic state provision of police services toward a greater reliance on the private sector for protection and security. While the current activities of public and private police are well chronicled in the research literature, little is actually known about the coordination of policing activities across sectors. The purpose of this article is to describe the range of public-private police partnerships that have developed recently in the United States.     

PUBLIC AND PRIVATE SECTOR MANAGERS OVER 20 YEARS: A TEST OF THE ‘CONVERGENCE THESIS’

This paper sets out to test the ‘convergence thesis’ in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institute (CMI), comparisons are made to investigate whether ‘convergence’ between public and private sector managers has actually occurred. The patterns are found to be complex and, although there are some signs of convergence, the two sectors continue to exhibit similarities, persistent differences and parallel movements evident in managerial attitudes, behaviour and experiences.     

Recovery Risk and Labor Costs in Public–Private Partnerships: Contractual Choice in the US Water Industry

We use an ordered logistic model to empirically examine the factors that explain varying degrees of private involvement in the US water sector through public–private partnerships. Our estimates suggest that a variety of factors help explain greater private participation in this sector. We find that the risk to private participants regarding cost recovery is an important driver of private participation. The relative cost of labour is also a key factor in determining the degree of private involvement in the contract choice. When public wages are high relative to private wages, private participation is viewed as a source of cost savings. We thus find two main drivers of greater private involvement: one encouraging private participation by reducing risk, and another encouraging government to seek out private participation in lowering costs.     

Worker Empowerment Through Private Standards. Evidence from the Peruvian Horticultural Export Sector

In this paper we analyse the impact of a variety of private standards on worker empowerment in the horticultural export sector in Peru. Empowerment is defined as workers’ knowledge of their own rights and workers’ perceived agency to improve employment conditions. We use data from a company and a two-round employee survey, and difference-in-difference propensity score matching methods. We find positive effects of private standards on worker empowerment, with core labour standards having a more pronounced effect than standards with a small focus on labour, and thus complement previous evidence on the effects of standards on tangible employee wellbeing.     

Exploring Millennial Generation in Task Values and Sector Choice: A Case of Employment in Planning

This study investigates task values and motivations of “millennial” generation of planners and identifies important factors affecting their public sector choices. Multinomial logistic regression comparing the task values and specializations in private and nonprofit sectors with public sector was performed. Millennial generations in public sector value communication and implementation tasks where at young workers in private and nonprofit sector place importance on tasks related to administration and plan and policy development. The finding indicates private companies give favorable opportunities to the young workers to take leadership role in projects and appreciate their management skills to operate the programs and plans.     

Pakistan's informal sector

This study reviews the main features of Pakistan's informal sector. The data on the informal sector, compiled from censuses and sample surveys in one major city (Rawalpindi), suggest that both real wages and employment have grown in the informal sector. The seeming paradox of real wage growth in a labor surplus economy is explained by real wage growth in both agriculture and large‐scale manufacturing, both of which were made possible by Pakistan's growth performance during the 1960s. The differences in wages between the formal and informal sector, after adjusting for age and education, are quite small, a reflection of high labor mobility between the two sectors.     

MANAGING FINANCIAL STRINGENCY IN THE PUBLIC SECTOR

This article contributes to the debate about the most effective ways to manage the effects of financial stringency in the public sector. It tentatively draws ideas for further research from three action research studies conducted longitudinally over several years in different contexts and sectors and at different organization levels within the public sector. Our contribution focuses on the management of the early stages of stringency. We conclude that in stringent times, particularly in the short-term, intra-organizational conflict is likely to increase; organizational climates to become more cautious and reactive; and management to become more centralized, controlling and to take what is termed the efficiency rather than the effectiveness option. To these factors is added the resistance to change inherent in professional bureaucracies. Managers in public sector organizations experiencing harsher environments need to be helped to plan strategically for implementation in the particular context in which they find themselves.     

Foreign aid: An instrument for fighting communism?

In this paper, we test the argument that the sizeable reduction in aggregate aid levels in the 1990s was due to the end of the Cold War. We test two different models using a dynamic econometric specification on a panel of 17 donor countries, spanning the years 1970–97. We find aid to be positively related to military expenditures in the former Eastern Bloc during the Cold War, but not in the 1990s, suggesting that the reductions in aid disbursements are driven by the disappearance of an important motive for aid. We also study the effect on aid allocation, but here we do not find any robust effects of the end of the Cold War.     

Operationalizing Strategy Content: An Example from the Transit Industry

While models of organizational strategy saturate private sector research, public sector research lags behind. The model created by Boyne and Walker (2004) is an exception. The main objective of this study is to operationalize this model using a unique data set from the US transit industry. Through a survey of 103 local transit agencies, we developed separate strategy profiles for each agency that help us answer important questions about organizational strategy. We find that not only do the organizations adopt a mix of strategic stances through the action areas; they also have distinct profiles, which vary greatly between agencies.