The present paper reports on managerial autonomy of state-owned enterprises (SOEs), or its reverse: the control which is exerted by government and supervising public authorities on SOEs. First, it examines the types of control applied. Using evidence from a sample of 110 Greek SOEs, the paper identifies certain distinct dimensions of control related to: strategic business-boundary issues, pricing decisions, resource acquisition and mobilisation issues. Second, environmental and organisational “determinants” of the control intensity are identified. Results broadly suggest that the intensity of control, as perceived by enterprise managers, is (i) positively related to dependence on the state for resources, to enterprise size, and to “political visibility,” i.e., social orientation of product market strategy, and (ii) negatively related to market competition and demand unpredictability. An interpretation of the results is attempted drawing on wider organisational, social and economic theories. Policy implications are discussed.
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AbstractPurpose -The purpose of this paper is to explore the relationship between the five-factor model of personality (FFM) and employees' voice behavior in Greece. Design/methodology/approach -Employees' personality characteristics were assessed along with their voice behavior towards their supervisor and the top management of their company. Data were collected from a cross-sectional sample of 334 professionals. Findings -The findings demonstrate the relationship between personality and voice behavior towards the immediate supervisor, but not towards the top management of the company, and show that conscientiousness and emotional stability are the strongest predictors of employees' voice behavior.Research limitations/implications -The results of the study should be interpreted with caution, since they are based on self-report measures. However, the findings suggest that two personality dimensions (emotional stability and conscientiousness) are significantly related with employees' voice behavior towards their supervisor. Practical implications -The findings suggest important practical implications for HR practices, such as employee communication and personnel selection, since at least two personality dimensions are related with employees' voice behavior. The study also emphasizes the significance of first line supervisors' communication style in enhancing employees' voice behavior. Originality/value -This is the first study exploring the relationship between the FFM and employees' voice behavior carried out in a EU-country, such as Greece.
Note1. We thank an anonymous reviewer for suggesting this point.
Based on data collected from public and private organizations in Greece, this paper examines the differences in individual traits between public and private-sector employees, differences which eventually in uence employees' attitudes and behaviours towards their organizations and their consequent performance, speci cally in organizational commitment and neglect behaviour. The ndings indicate that there are some differences between the two groups of employees. In only three out of ten personality characteristics examined here (security needs, pay needs and Protestant work ethic), are there no distinctions between the groups.These ndings imply that, besides the environmental and structural characteristics of the two sectors which may be the source of attitudinal differences, it might also be that persons attracted to the public sector have different personality characteristics from those attracted to the private sector. Regardless of the source of differences, results point to the need for changing recruitment and selection practices in public organizations as well as for implementing a number of human resource management practices, the lack of which seems to drive junior quali ed staff away from the public sector where they are mostly needed.The later seems to be the case in Greece where the lower pay and the non-competitive, non-challenging atmosphere prevailing in most public-sector organizations seem to play an important role in driving most dynamic employees away from the public sector.
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