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.     

Public versus Private Managers: How Public and Private Managers Differ in Leadership Behavior

This article aims to find out whether there are behavioral differences between public and private sector managers. Two groups of public managers (managers of social insurance agencies and public school principals) and a group of private managers (two samples) are investigated. Behavioral dimensions are investigated including leadership style (task, relationship, and change orientation), decision‐making style (the functions of sensing, intuition, thinking, and feeling), and motivation profile (achievement, affiliation, and power motivation). An analysis of data from 459 managers in four organizations in Sweden reveal significant differences in behavior between public and private managers. However, no significant differences in leadership behavior are discovered among public managers. Possible explanations for such differences and similarities are explored.     

We’re Not all Happy Yet: Attitudes to Work,Leadership, and High Performance Work Practices among Managers in the Public Sector

This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female managers in the public sector and male and female managers in the private sector across all the measures. Psychological contract theory suggests either the changes associated with high performance HRM policies and practices, or attempts to decrease the disadvantage felt by women in the public sector may have resulted in a sense of disadvantage among some men in the sector, and created a changed, more transactional psychological contract between these men and their organisation. Strategies are needed to reengage public sector men.     

Private Sector Imprinting: An Examination of the Impacts of Private Sector Job Experience on Public Manager's Work Attitudes

What are the attitudes of public managers who have had full‐time private sector work experience? Public managers with private sector work experience report different perspectives when compared to their counterparts who have spent their entire careers in the public sector. Though private sector work experience negatively correlates with job satisfaction, it only does so for the “new switcher,” whose last job was in the private sector. As careers advance, the negative impact seems to wane, leaving a public sector workforce that, in part as a result of their private sector work experience, are relatively more intrinsically motivated and involved in their jobs. We conclude with discussion of implications for human resources management.     

Dynamics of Sector Switching: Hazard Models Predicting Changes from Private Sector Jobs to Public and Nonprofit Sector Jobs

Policy makers and public managers emphasize the importance of bringing private sector experience and skills into the public and nonprofit sectors. One result is an increased focus on privatization and contracting out, developments to which researchers have been attentive. However, the long-standing practice of hiring people with industrial experience into the public and nonprofit sectors has received remarkably little attention. This study, based on questionnaire responses from mid- and upper-level personnel in public and nonprofit sector organizations, attempts to understand the dynamics of sector switching from the private into either the public or nonprofit sector. Using event history analysis, the article looks at switching patterns. The probability of switching into the public sector is much higher for those who held a managerial occupation in their previous private sector job than for those who held professional and technical positions. Having more subordinates in a previous private sector job is associated with a lower likelihood of switching into a public sector job. By contrast, switching into the nonprofit sector is more often associated with a promotion.     

Personnel practices in careers of women at the top in government and business in Nicaragua and Costa Rica

This article, which is the first empirical study of upper-level female managers in Central America, extends the exploration of similarities and differences between public and private sectors in human resource management to the context of developing countries. A comparison of work hours, recruitment and selection practices, mentoring, political pressure, gender discrimination and sexual harassment, reported by female managers in public and private organizations in Nicaragua and Costa Rica, yielded no sector-based differences and few country-based differences. We conclude, therefore, that the public sector is not a more supportive or more fair employer for women in management than the private sector in these two countries, contrary to the assumption in the women-in-management literature that the public sector is a more hospitable environment. Improvements in human resources practices are appropriate in both sectors.     

The Grass is Greener,But Why? Evidence of Employees’ Perceived Sector Mismatch from the US,New Zealand,and Taiwan

ABSTRACT

To answer the question of who wants to work for the government, scholars have relied on a few approaches, including sector preference, sector-based comparison of work motives, and sector-switching patterns of job mobility. The present study offers a related but distinct approach: perceived sector mismatch. The attractiveness of public sector jobs differs greatly across countries; thus, in order to present a more comprehensive study, we examine data from the U.S., New Zealand, and Taiwan, where attitudes towards public sector jobs differ significantly as a result of different public service laws and traditions. Across all three samples, we find that, among private sector employees, the preference for a public service job is related to socio-economic disadvantage. Among public sector workers, reasons for perceived sector mismatch vary, but often suggesting job dissatisfaction in current public sector jobs, rather than perceived advantages of the private sector (including compensation). These findings are followed by theoretical and practical implications from this comparative study.     

More Similarities or More Differences? Comparing Public and Nonprofit Managers’ Job Motivations

Existing research on career motivations tends to focus either on the difference between private and public organizations or on the difference between nonprofit and for‐profit firms. Although commonalities exist, the literature suggests that there also are many differences in what motivates public and nonprofit employees. Employing data from the National Administrative Studies Project III, this research examines how seven motivational aspects correlate with the choice between public and nonprofit employment. The authors find that managers who value advancement opportunities, a pension and retirement plan, and the ability to serve the public in their jobs are more likely to accept a job in the public sector, whereas managers who value family‐friendly policies and increased responsibility are more likely to accept a position in the nonprofit sector. Participation in volunteering is positively associated with nonprofit employment. The authors suggest a possible link between volunteering and the unique nonprofit motivation that is differentiated from public service motivation.     

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.     

Sector Switching from a Business to a Government Job: Fast‐Track Career or Fast Track to Nowhere?

This paper examines the career consequences for public managers of having had full-time private sector work experience. We find positive career outcomes for public managers with private sector experience: Individuals with such experience are more likely to have been recently promoted relative to peers and to supervise somewhat greater number of employees, especially if their most recent job was in the private sector. While experience in the private sector enhances such career outcomes, the length of such experience diminishes them. The authors conclude by identifying three career scenarios emerging from the models and discussing the managerial and theoretical implications of "sector-switching careers."     

A Review of: “Exploring Positive Identities and Organizations: Building a Theoretical and Research Foundation edited by Laura Morgan Roberts and Jane E. Dutton”

ABSTRACT

Public service motivation (PSM) has been shown to be positively related to job satisfaction in the public sector, but there are two gaps in the literature. First, not only PSM but also pro-social motivation directed towards helping specific others (called user orientation) may affect job satisfaction. Second, the relationship between job satisfaction and these two types of pro-social motivation, PSM and user orientation, may also be found in the private sector. This study tests whether job satisfaction is associated with PSM and user orientation, and whether these associations differ between public and private employees. Using data from a survey of Danish employees (n = 2,811), we generally find positive relationships between the two types of pro-social motivation and job satisfaction, but the strength of the associations vary between occupations. The PSM–job satisfaction association does not differ significantly between the private and public sector, while the user orientation–job satisfaction association is strongest for private employees. This suggests that to understand the relationships between pro-social motivation, employment sector, and job satisfaction, future studies could fruitfully consider incorporating other types of pro-social motivation such as user orientation.     

Public Service Motivation and Attraction to Public Versus Private Sector Employment: Academic Field of Study as Moderator?

ABSTRACT

Despite extensive public service motivation (PSM) research, our knowledge of PSM's influence on individuals’ sector employment preferences is limited. Few studies examine this relationship by suitable research designs, and the empirical findings are mixed. Using a sample of 718 Danish students of economics, political science, and law, this article tests (1) the relationship between PSM and attraction to public versus private sector employment and (2) the moderating effect on this relationship of students’ academic field of study. Overall, results underscore the multidimensionality of the PSM construct, as the PSM dimension of “public interest” is positively associated with attraction to public sector employment and negatively associated with attraction to private sector employment, while the PSM dimension of “compassion” is unrelated to both. Importantly, however, moderation analyses reveal notable correlation differences across students’ academic fields. Implications of these findings are discussed in the context of prior and future research.     

Do Partners in PPPs view Public and Private Management Differently?

Differences between public and private management have been studied extensively by comparing sectors, but not within cross‐sectoral collaborative arrangements. As participants in such arrangements have actually experienced both management styles, examining their perceptions of how these styles differ may contribute innovatively to existing literature. This paper compares such perceptions between public and private sector project members (N = 63) involved in four PPPs in the Netherlands. We assess (1) to what extent and under which conditions these project members view public and private management differently and (2) how they evaluate these differences. By triangulating quantitative and qualitative interview data, we examine Boyne's classical hypotheses and find that more than two‐thirds of the statements making reference to these hypotheses offer support for them; more so, the vast majority of such statements evaluate sectoral differences negatively. Intriguingly, type of PPP is a stronger determinant of perceived differences than the manager's sector of origin.     

Public Service Motivation Research: Lessons for Practice

Public service motivation research has proliferated in parallel with concerns about how to improve the performance of public service personnel. However, scholarship does not always inform management and leadership. This article purposefully reviews public service motivation research since 2008 to determine the extent to which researchers have identified lessons for practice. The results of the investigation support several lessons—among them using public service motivation as a selection tool, facilitating public service motivation through cooperation in the workplace, conveying the significance of the job, and building leadership based on public service values. These results are important because they offer evidence that the field is coalescing around tactics that managers and leaders can use to address enduring concerns about employee motivation in the public sector. They also prompt us to articulate ideas that can guide a tighter integration of research and practice moving forward.     

A Job Demands–Resources Approach to Public Service Motivation

This article uses job demands–resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day‐to‐day basis.     

Shaping Psychological Contracts in the Public and Private Sectors: A Human Resources Management Perspective

ABSTRACT

Organizational choices shape the way in which individuals experience their employment relationship. Given the multiple differences between the public and the private sectors, this study seeks to identify variations in employee perceptions of their psychological contract depending upon the sector in which they work. The psychological contract is seen as lying at the heart of the employer-employee exchange relationship. The study took place in Greece, and involved 398 employees from the public sector and 747 from the private sector. Participants were asked to evaluate 41 organizational obligations, on the basis of how important they believed them to be in terms of a desirable employment relationship. Factor analyses revealed 10 contract dimensions, while multiple analyses of variance suggested that the sector of employment and organizational tenure had a significant impact—both separately and in combination—on employees' view of their contract. The practical implications for effective human resources management and the limitations of the research are discussed at the end of the article.     

Public Service Motivation: A Test of the Job Attraction–Selection–Attrition Model

ABSTRACT

Public service motivation (PSM) research suggests that PSM influences employee sector choice, yet relatively little research examines how time moderates this relationship. In this research we examine public service motivation among private and public sector lawyers. Using survey data that measure sector of employment at multiple time periods, we investigate the stability of the relationship between individual reward orientations and sector employment choice over time. Our findings suggest that while PSM may not clearly predict the employment sector of a respondent's first job, it does increase the likelihood that a respondent's subsequent job is in the public sector.     

Information Handling Challenges in Complex Systems

ABSTRACT:

Even when leaders exhibit desirable leadership styles, the effectiveness of their behaviors on organizational outcomes may be influenced by the structural distance between them and their followers. Nonetheless, previous empirical research on the relationships between leadership styles and outcomes has largely ignored the role of leader distance in public administration. Using panel data drawn from the US federal government, this study explores how transformational and transactional leadership styles affect employee turnover behavior and how span of control as a proxy for leader distance moderates those relationships. The statistical results indicate that transformational leadership is negatively related to turnover behavior, whereas transactional leadership is positively related to turnover behavior. Further analysis shows that span of control significantly moderates the relationships between the two leadership styles and employee turnover behavior such that organizations benefit more from transformational leaders with a broad span of control than from those with a narrow span of control. Conversely, transactional leaders with a narrow span of control are better at reducing turnover than those with a broad span of control. The implications and contributions of these results for public administration are discussed.     

Municipal Bond Issuance: Is There Evidence of a Principal-Agent Problem?

Is there evidence of a principal-agent problem in the municipal bond industry? Do public managers, either on their own or through private sector agents, act to increase their own utility at the expense of the public? This article examines municipal bond decisions in the context of principal-agent theory based on data collected through a random sample survey of municipal bond issuers. Principal-agent theory is not well developed in the public sector. In the municipal bond industry, however, we have evidence that it helps explain the actions of public managers and elected officials, in particular for pay to play and the importance of interest rates vis-à-vis relationships. These actions carry potential costs to citizens.