Organizational Commitment and Organizational Effectiveness

The present study was aimed at examining the association between transformational leadership and organizational commitment, and the mediating role of psychological empowerment in the association between them. Even though there are plenty of empirical studies on the association between leadership styles and organizational commitment in various contexts, there is inadequate evidence in the Sri Lankan context. Considering the gap in the current literature, the study was conducted on the Development Officers working in the public sector organizations in the Jaffna region. For this purpose a sample of 235 Development Officers attached to the District Secretariat and Divisional Secretariats was selected based on random sampling method. The transformational leadership was measured using MLQ- Form 5x (Bass & Avolio, 2000), organizational commitment was measured using OCQ (Meyer & Allen, 1997) and empowerment was measured using Empowerment Scale (Spreitzer, 1995). Exploratory factor analysis and Confirmatory factor analysis were performed to validate the data and then the constructs were integrated in the structural equation model to find the relationships among the variables. The results revealed that the direct effect of transformational leadership on organizational commitment is not significant (b=.011, p>.05). The effect of transformational leadership on psychological empowerment is significant (B=.621, p=.001). The results confirm that psychological empowerment doesn’t act as a mediator in the effect of transformational leadership on organizational commitment (direct effect and indirect effect are not significant). As the present study concludes transformational leadership is not effective in promoting commitment of Development Officers working at District and Divisional Secretariats, future research should cover other public sector and private sector organizations. As the operative level employees’ perception of their superiors’ (first line leaders) leadership style was studied, future studies need to focus on the middle and top level leaders’ leadership styles and the resultant outcomes.

Public sector purchasing of health services: A comparison with private sector purchasing

PurposeThe purpose of this paper is to investigate the factors influencing the implementation of electronic human resource management (e-HRM) in Bangladesh government organisations. Recent research evidence has shown that e-HRM played a significant role in enhancing the performance of human resource (HR) departments in private sector organisations. While similar practices are expected from government domain, there is no empirical research evidence to support this proposition. Given the significant technological advancements today, e-HRM as a strategic tool has grown to encompass seamless functionality to support organisations in providing tactical capability, reducing cost and continuous service improvement as well as the quality of service delivery. Although several private and public sector organisations have implemented e-HRM, its application within government domain in developing regions is limited. This can be attributed to the bureaucratic nature of public sector organisation, which are often slow to adopt changes.Design/methodology/approachThe study adopts a qualitative and multiple case study research approach.FindingsThe findings provide insights into the myth surrounding the lack of and slow implementation of e-HRM among public sector organisation in developing economies but also serve as empirical data for further research.Research limitations/implicationsThe low level in the number of public organisations that have implemented e-HRM applications in developing countries may be responsible for the dearth of empirical studies in this area. The dearth of empirical studies and the need to understand the factors that influence the implementation of e-HRM in public sector organisations led the authors to investigate the factors influencing the implementation of e-HRM in public sector organisation.Practical implicationsFindings from two case organisations exhibit that such an approach contributes towards more healthy and robust decisions for e-HRM implementation and specifies that it is acceptable by the case study organisations. The findings from this research can serve as a source of understanding the particular context in which the study was undertaken. Moreover, it should serve as a catalyst for understanding organisations in similar socio-politico and economic context.Originality/valueThis research advances and contributes to the body of knowledge as it examines factors influencing the implementation of e-HRM in Bangladesh public sector organisations and proposes a model for e-HRM implementation in government organisations in developing economies. The e-HRM implementation research presented in this paper extends recognised standards for e-HRM implementation, by bringing together influential factors – benefits, barriers and risks, thus, enabling government organisations in developing nations to produce more vigorous proposals for e-HRM implementation.

Purpose – The purpose of this paper is to examine the extent to which the constructs of professionalism (Hall, 1968), rewards (Bartol, 1979) and job satisfaction (Stamps and Piedmonte, 1986; Hampton and Hampton, 2004) can be used as valid predictors of organizational commitment (Porter et al., 1974) in an emerging economy context. Design/methodology/approach – Using pre-existing scales for these constructs, the authors collected data from 277 ICPAU licensees’ and carried out a factor analysis to examine their validity. Given the relevance of the organizational-professional conflict (OPC) debate to performance in public and private sector organizations, the authors use ANOVA to assess whether there are significant differences between CPAs in the private and public sectors. We also develop a structural equation model to assess the extent to which organizational commitment can be explained by professionalism, rewards and job satisfaction. Findings – The findings show that the four scales can be used as valid measures in an emerging market environment, albeit with some modifications. The correlations between the study variables are significant (p<0.01) but weak. There are also no significant differences between the scores of private and public sector Certified Public Accountant (CPAs) on professionalism, rewards and organizational commitment. However, there is significantly lower job satisfaction amongst CPAs employed in the public sector. The authors also find that job satisfaction is the best predictor of organizational commitment. Professionalism and rewards are weak predictors of organizational commitment. The fitted model shows that there is a weak fit between organizational commitment and professionalism, rewards and job satisfaction (GFI=0.86, RMSEA=0.086). Originality/value – The authors modify the extant measurement scales for use in emerging market conditions and show that with some adjustment, they are robust measures of the study variables. The paper also extends the organizational commitment (OC) debate to emerging market conditions and shows that rewards on their own are not enough to ensure organizational commitment amongst professionals. It is important to improve job satisfaction through more enriching work experience.

This article reports on a survey study of 382 managers from a variety of public and private sector organizations, on the values that guide sectoral decision making. Just as some important classical differences emerge, a number of similarities between the public and private sector appear to result in a set of common core organizational values. Furthermore, the data support neither increasing adoption of business values in public sector organizations nor flirtation with public values by business sector managers. This contradicts expectations in the literature on new public management and corporate social responsibility, suggesting public—private value intermixing. Value solidity seems the dominant feature in both sectors. Additional analysis shows that “publicness,” the extent to which an organization belongs to the public or the private sector— rather than age, gender, years of service or a past in the other sector—strongly determines value preferences.

Work, family and organisations in transition: setting the context ~ Suzan Lewis, Julia Brannen and Ann Nilsen Research design and methods: Doing comparative cross-national research ~ Julia Brannen, Ann Nilsen and Suzan Lewis PART ONE: PUBLIC SECTOR ORGANISATIONS: Working parenthood in a social services context: A UK case ~ Julia Brannen Social service as human service: between loyalties a Swedish case ~ Lars Plantin and Margareta Back-Wiklund Organisational social capital and its role in the support of working parents: the case of a public social assistance agency in Bulgaria ~ Siyka Kovacheva PART TWO: PRIVATE SECTOR ORGANISATIONS: Old rights in new times: the experiences of parents in a Slovenian organisation ~ Nevenka Cernigoj Sadar Work-life initiatives and organisational change in a UK private sector company: a transformational approach? ~ Suzan Lewis and Janet Smithson Work-family policies in a contradictory culture: A Dutch financial sector corporation ~ Bram Peper, Laura den Dulk and Anneke van Doorne-Huiskes PART THREE: COMPARISONS: Parents and organisational change: a cross-sector comparison of two Norwegian organisations ~ Ann Nilsen, Sevil Sumer and Lise Granlund Changing contexts, enduring roles? Working parents in Portuguese public and private sector organisations ~ Maria das Dores Guerreiro, Pedro Abrantes and Ines Pereira Comparing flexible working arrangements across organisational contexts ~ Ann Nilsen, Suzan Lewis and Julia Brannen In conclusion ~ Julia Brannen, Suzan Lewis and Ann Nilsen

The current study is pioneering research in India. The study investigated the employee perception of fairness in some of the select public and private sector organizations of the Delhi NCR region. The employee perception of fairness or Organizational Justice was compared between the public and private sector organizations. Some 400 mid-level managerial employees totally from both sectors participated in the research. The questionnaire of an established justice scholar was used in the study for data collection. The study indicated positive employee perceptions in both sectors. The employee perception of fairness in the workplace of public sector organizations was found to be more positive than private sector organizations. The result was inconsistent with our hypothesis that the perception would be negative. The study found the discreet behavior of the respondents due to job insecurity through the organizations often claimed ideal human resource practices and working environments.

The rationale of the study is to comprehend the roles of organizational identification, trust and corporate ethical values (CEV) in employee engagement–organizational citizenship behaviour (OCB) relationship. The study was administered on 246 middle-level managers who were representatives of 30 different public and private sector organizations in Delhi National Capital Region. The results of the study confirmed the hypotheses. The results of the study confirmed that organizational identification, trust and CEV moderate the employee engagement–OCB relationship. Organizations need to recognize that OCB are helping behaviours contributing appreciably to organizational effectiveness; such behaviours daub the social machinery of the organizations, plummeting conflicts and thereby augmenting organizational effectiveness. These behaviours offer a litheness, which goes beyond the job description and provides direction to work behaviour of individuals in organization. Understanding the relationship between these variables will help both public and private sector organizations about the role of organizational identification, trust and CEV in employee engagement–OCB relationship.

Whereas the organizational concept of self-managed teams has received abundant attention by public management scholars as a post-bureaucratic answer to the increasing demands faced by public organizations, research on what teamwork in public organizations actually looks like is lacking. This paper fills this gap by investigating to what extent characteristics of teamwork commonly found in research on private sector organizations - goal dependency, task dependency and external cooperation - affect the degree of self-management of teams in public sector organizations. Furthermore, we examine how self-managed teams are affected by their attachment to public values by analyzing publicness as a moderator of the relationships of goal dependency, task dependency and external cooperation with self-management. Analyses of supervisor and team member data from a sample of 68 teams in Dutch public sector organizations show that goal dependency and external cooperation positively affect the degree of self-management, while task dependency does not. Moderated multiple regression analysis also shows that publicness bounds the positive association between goal dependency and self-management, but does not significantly affect the relationship of external cooperation with self-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 paper provides a conceptual argument for examining the challenge of IT outsourcing in the public sector through the lens of knowledge management. While IS researchers have recently begun to focus attention on the particular challenges of outsourcing in the public sector (P.N. Finlay and R.M. King, 1999; M. Hancox and R. Hackney, 1999), we believe that the shift to more market based solutions is occurring without much consideration for the knowledge resources that exist in the public sector's IT organizations. Hence, we believe that knowledge management, an emerging area that has generated significant enthusiasm in the management literature, has particular relevance for understanding this challenge. The authors identify differences between public and private sector IT outsourcing (S. Bretschneider, 1990), then define and employ key knowledge management constructs to identify potential difficulties that public sector organizations may experience in leveraging their knowledge assets when relying on third party IT service providers.

The paper dealt with the importance of enterprise risk management to public sector organisations in Nigeria. The paper has reviewed literature on frameworks for enterprise risk management and established the global practice. The paper found that the practice of enterprise risk management is an evolving practice among public sector organisations globally. In Nigeria, it is mainly practiced in private sector organisations with inadequate levels of implementation in the public sector. The absence of a specific legal framework for the establishment of project and programme management practices in the public sector may be responsible. Based on available frameworks, practices, and benefits of enterprise risk management, the paper has recommended that public sector organisations establish enterprise risk management processes and cadres for project management officer, compliance and risk management officers. Keywords : Enterprise Risk Management, Public Sector, Risk Management, Nigeria DOI : 10.7176/PPAR/9-3-17 Publication date :March 31 st 2019

This study investigates effectiveness of job attitude formation process of organizational culture using four alternative cultural styles viz. autocratic, bureaucratic, entrepreneurial and technological culture in the public and private sector firms on the basis of more than 500 respondents in NCR region. Collected data were processed using descriptive statistics, Anova and Least Square Regression technique. It was found that job attitude premium was attributed to only the bureaucratic style and overall cultural effect in the private sector organizations with contrary effect whereas none of the styles or the overall culture makes any significant contribution in the public sector organizations. Results are of immense importance for policy makers in Government and private sector organizations while formulating the differential HR strategy of the firm.

Knowledge can add value to organizations through intangible assets, defined as Inte llectual Capital. Em ployees' health and well-being is a very valuable asset, since it is possibly the most influential precondition for Intellectual Capital. The general aim of the research is to compare organizational health between nonprofit and public organizations, formulating the following hypothesis: Employees in public sector organizations show a lower level of organizational health than those of nonprofit organizations. The Multidimensional Organizational Health Questionnaire (MOHQ) was administered to 787 participants; 312 (39.65%) worked in public sector organizations and 475 (60.35%) in nonprofit organizations. The MOHQ measures organizational health through twelve independent dimensions. The results show that nonprofit employees have significant higher levels of organizational health compared to employees from the public sector organizations. In particular, higher mean scores are in favor of nonprofit employees in nine out of the twelve dimensions: objectives, valorization, active listening, conflict, personal relationships, operativity, organizational justice, innovation, and positive indicators. The paper identifies areas with a strong need of intervention in order to improve the organizational health of the employees of public sector organizations and to promote the development of Intellectual Capital.

This chapter uses research findings and examples from practice to provide a state-of-the-art overview of public sector workers’ employability and its determinants and outcomes. Employability is attracting growing attention from both public and private sector organizations. However, scarce research attention has been paid to the importance and features of the employability of employees in public organizations. Scholars regard and study employability mostly as an issue for business organizations. This chapter demonstrates, among other things, that both in research and in practice, employability is predominantly treated in a generic, non-sector-specific way. This leads to a call for public sector-specific studies and comparative research across countries and sectors. The chapter ends with proposals for future research and policy agendas.