An exploratory study of pay satisfaction among public sector employees in Jordan

Pay satisfaction is regarded as an important factor in promoting organizational productivity based on its motivational factor. Accordingly, this research sought to explore pay satisfaction in the Jordanian public sector with an objective of establishing the level of satisfaction among employees. The inquiry is based on the Pay Satisfaction Questionnaire developed by a previous study. Using weighted averages for the analysis of data, this research establishes that the pay satisfaction of the Jordanian public sector employees is relatively low and that employees are less than satisfied with the various pay aspects queried including pay level, benefits, pay raise, and pay structure and administration. This has the implication that the low productivity in the public sector could be as a result of lack of staff motivation due to low pay. The research determines that in average, the 210 participated employees were least satisfied with pay structure and administration, whereas the other factors, namely, benefits, pay raise, and pay structure/administration, achieved an average score.     

Do Australian public sector employees have the type of culture they want in the era of new public management?

New public management theory proposes that public sector organisations should be managed more like private sector organisations. It is therefore expected that public sector managers will have preferences for an organisational culture that will reflect the culture of private sector organisations, with an external rather than internal orientation. The current research investigated the idea that managers' perceptions of ideal organisational culture would be different to the bureaucratic model of culture (internally oriented), which has traditionally been associated with public sector organisations. Responses to a competing values culture inventory were received from 925 public sector employees. Results indicated that the bureaucratic model is still pervasive; however, managers prefer a culture that is more external, and less control focussed, as expected. Lower level employees expressed a desire for a culture that emphasised human relations values.     

The provocative public sector: Domestic political protest and public sector growth in the OECD, 1965–1982

The results shown in Tables 1 through 8 above are consistent in that %GG is repeatedly shown to be significant whether making cross-national comparisons of DPP or predicting intra-national variations over time. Therefore, Hypotheses 1a and 1b are confirmed. The confirmation of Hypotheses 2a and 2b shows that, taking into account public sector size, government growth is most provocative in countries where it represents a major socio-economic change (i.e., where the public sector is small). Government growth has a neutral impact where the role of the public sector is long-established (i.e., where the public sector is large).Hypotheses 3a and 3b posited that average and annual rates of economic growth would be inversely associated with domestic protest. These hypotheses, too, were confirmed. The belief that economic growth rates would clearly provide the margin of affordability for public sector growth was not confirmed, as the coefficient of the interaction term (%GG*%GDP) was not statistically significant.     

Voting on public spending: Differences between public employees,transfer recipients,and private workers

Politicians who support higher public spending in the hope of gaining the support of transfer recipients, such as the aged, the unemployed, and those on welfare, have no reason to believe that the strategy will succeed; according to the evidence reviewed here, transfer recipients do not vote much differently on such issues from other voters. State and local employees have shown a clear preference for higher public spending, but their numbers are limited and the relative strength of their preference weak, so that their impact on voting outcomes has been only marginal.     

Innovation,voice, and hierarchy in the public sector: Evidence from Ghana's civil service

Research on innovation in government often focuses on ideas introduced by senior leaders or managers, but ideas from public servants themselves are an important and underexplored channel for improving performance in government bureaucracies. We provide new evidence on the potential for bottom‐up work process innovation, using data from 744 individual and team innovation plans and 51 qualitative interviews in Ghana's civil service. In contrast to common negative stereotypes of developing country bureaucrats, most officials do have meaningful ideas for improving performance. However, the overwhelming constraint to voicing these ideas is hostility by supervisors to new ideas from their subordinates. We argue that this anecdotally common yet understudied behavior is consistent with theories of psychological attachment to hierarchy rather than alternative theories rooted in material, structural, or cultural resistance to employee voice and innovation. We discuss implications for bottom‐up work process innovation in government and interventions to promote it.     

Leadership and the public sector: an internationally comparative benchmarking analysis

In this article the concept of leadership is explored. Particular attention is given to examining the dynamics of individual and team leadership, as it is postulated that the impact of top people and top teams is crucial to the running of today's organizations. The results of an extensive survey conducted across the departments of the Civil Service of a European country government will be presented. These results will be benchmarked against the results of a worldwide survey of business leaders, spanning 12 countries and the responses of top managers in National Health Service (HNS) Trusts, UK. Emphasis will be given to the necessity of conducting effective team leadership through high quality dialogue and through cabinet responsibility in order to successfully lead and maintain the organization on its agreed path. Finally, approaches to the development of leadership for those already in top positions and for those entering into such challenging positions, will be discussed.     

Stress and performance: Investigating relationship between occupational stress,career satisfaction,and job performance of police employees

The purpose of this research is to explore the impact of occupational stress on job performance of police employees. We theorized and tested the role of career satisfaction in the relationship between occupational stress and job performance as an underlying psychological mechanism. Primary data have been collected from 271 police employees working at AJ&K Pakistan. Results of this research study have shown that occupational stress is negatively related to career satisfaction, in‐role performance, and extra‐role performance of police employees. Moreover, career satisfaction mediates the relationships between occupational stress and in‐role and extra‐role performance of police employees. This research study has called researchers' and policy makers' attention towards an important issue of occupational stress in the police profession. The research will play an important role in compelling the top management, authorities, policy makers, and government officials of police to ponder over the issues of occupational stress aimed at enhancing the job performance including in‐role and extra‐role performance of police employees.     

Linking strategy and performance: Developments in the New Zealand public sector

In recent decades, many governments have sought to improve their systems of strategic management and priority setting. Few of these attempts have met with unequivocal success. In particular, the systems for “whole-of-government strategizing” have not been well integrated into the ongoing budgetary processes and departmental performance management systems. In 1993—1994, as part of its comprehensive reforms of the public sector, the New Zealand government instituted a new system of strategic management. The new approach—which in part grew out of the National government's attempt to outline its long-term vision in a document titled Path to 2010—involves the ministers specifying a series of medium-term policy goals, referred to as “strategic result areas” (SRAs), and then translating these into more detailed departmental objectives, known as “key result areas” (KRAs). More specific “milestones” are subsequently identified to serve as benchmarks against which the achievement of departmental KRAs can be assessed. This article describes and evaluates this new approach and considers its possible application in other countries.     

The impact of parties,economic growth,and public sector expansion: A comparison of long-term dynamics in the Scandinavian and Anglo-American democracies

Abstract. This paper discusses (1) the extent to which the partisan composition of government affects economic policies and macroeconomic outcomes, and (2) the interrelationship between public spending, taxation and economic growth. These two issues are connected. Since target variables and instruments affect each other reciprocally, the specification of the partisan model should encompass both a reaction function and an outcome function. A pooled vector autoregressive model suggests that during the last century left–wing governments in the United States, Britain and Canada have reinforced the growth of both public spending and GNP. Only public sector expansion is affected by partisanship in Denmark, Norway and Sweden. In the Anglo–American countries changes in spending occur before changes in economic growth in terms of a lagged crowding out effect. Spending and revenues appear to affect each other reciprocally. By contrast, public sector expansion in Scandinavia stimulates growth, while taxation leads spending.     

Employment,privatization, and managerial choice: Does contracting out reduce public sector employment?

We examine the effects of governments' use of alternative service provision on public employment using panel data from a nationally representative sample of local governments. We model the effects of alternative service provision on the size of the public workforce and hypothesize that alternative provision jointly impacts both full‐ and part‐time employment. We find evidence of an inter‐relationship between these employment types. Our results from seemingly unrelated and 3SLS regressions indicate that full‐time employment in the public sector declines when additional services are provided by for‐profit providers, while part‐time employment increases. The net employment effect in the public sector is negative when government services are moved to the for‐profit sector. These combined effects result in a compositional shift toward more part‐time public sector employment. © 2006 by the Association for Public Policy Analysis and Management     

Innovative work behaviour in the public sector: The roles of task characteristics,social support,and proactivity

This study examines the roles of task characteristics, organisational social support, and individual proactivity on innovative work behaviour (IWB) in the public sector. Analysing empirical data from 154 employees from a government agency in Australia, we found that task characteristics, organisational social support, and proactive personality have a positive impact on IWB. Proactive personality is also found to be a moderator in the relationship between task characteristics and IWB. The findings suggest the need to design human resource practices that better identify proactive and innovative job applicants in the recruitment and selection process. Further, we highlight the requirement to organise and design work that recognises the need to develop social support to improve IWB. The implications of the study for further research on IWB are discussed.     

The impacts of public interventions: An examination of the forestry sector

This article measures welfare and distributive effects of public market interventions in forestry. These interventions represent both the demand (Jones Act shipping restrictions and minimum wage restrictions) and supply (state forest practice acts, forest incentives payments, taxes and public land management) sides of the market. The authors evaluate how well these programs promote the three standard economic justifications for market intervention: market failure, distributive justice, and stabilization. Their results indicate that, with the single exception of Timber Mart South (a government-sponsored price-reporting service), all market interventions fail to accomplish their efficiency and distributive objectives. Furthermore, the authors find that targeted regulatory programs (such as State Forest Practice Acts) have small impacts when compared to effects of taxation and public ownership.     

Towards virtuous and ethical organisational performance in the context of corruption: A case study in the public sector

With the increasing number of ethical violations reported across the public sector, the emphasis on ethics and values in governance is on the rise. Corruption is widely accepted as a form of unethical behaviour that can have detrimental effects on organisations as well as society at large. Research calls for empirical studies focusing on the contextual factors surrounding corruption. Based on the Contextually Based Human Resource Theory and using the case study method, this paper examines the role of context through a systematic analysis of corruption in a public sector organisation. We integrate corruption and human resource literature to understand employee behaviour, employee relations, HRM strategies, and organisational outcomes in the context of organisational corruption.