Human Resource Management in the Public and Private Sectors: An Empirical Comparison

Boyne, George Alexander; Poole, Michael; Jenkins, Glenville

doi:10.1111/1467-9299.00160

Cited by 175 publications

(228 citation statements)

References 22 publications

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“…HRM concerns the kinds of management, training, communications systems, and other aspects of organisational infrastructure that allow employees to develop the capacities that contribute to organisational goals (Boyne, Poole, and Jenkins 1999). Workforces that are inadequately trained or too large can disrupt service delivery (Van Dooren, Caluwe, and Lonti 2012;Wilkinson et al 2009).…”

Section: Hrm Challengesmentioning

confidence: 99%

Managing governance complexity and knowledge networks in transparency initiatives: the case of police open data

Ingrams

2017

Local Government Studies

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Public organisations are often described as being subject to types of complexity that result from the interorganisational structure of governance networks. Transparency programmes add another level of complexity due to increased information openness. However, neither the nature of this complexity nor the network management approaches needed for transparency programmes has been conceptually developed. To address this gap, this article brings together governance complexity theory and knowledge management theory. An empirical model is tested using the case of police open data with regression analysis and 22 expert interviews. The results show that institutional and environmental complexity such as budget pressures, legal-normative constraints, and task complexity exert a negative influence on police information openness. However, network knowledge management practices including developing mission focus on people and communication and overcoming organisational boundaries through interorganisational collaboration can counteract these problems of complexity.

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Section: Hrm Challengesmentioning

confidence: 99%

Managing governance complexity and knowledge networks in transparency initiatives: the case of police open data

Ingrams

2017

Local Government Studies

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“…Bordia and Blau (1998) observe that Indian private sector employees have higher pay level satisfaction and perceive higher external pay referents than public sector employees. Boyne et al, (1999) identify that the traditional style of paternal, standardized and collectivized HRM is more prevalent in public than private organizations. Ding et al, (2000) in a nation-wide survey of Chinese firms confirms that state-owned enterprises and private joint venture firms are different in HRM practices pertaining to employment, reward, social security, turnover, trade unions and workers congress.…”

Section: Hrm In Public and Private Sectormentioning

confidence: 99%

Does Ownership of Higher Education Institute Influence Its HRM Patterns? The Case of Pakistan

Qadeer¹,

Rehman²,

Ahmad³

et al. 2011

IJBM

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This paper compares HRM patterns -variables pertaining to HR department, HR strategy, integration, devolvement and organizational policies about long-term recruitment targets, monitoring of training effectiveness and means of communications -in public and private higher education institutes (HEIs) of Pakistan. Results of the survey from fifty-two HEIs show that public and private sector institutes are similar in most of their patterns of HRM. The significant difference of age and size has made no impact at all on structure, strategy and other characteristics of HRM. The centralized structure inherited from colonial period is prevailing especially in the public owned institutes. The presence of elite classes created during colonial period is resisting to any change. Private sector has shown a tremendous growth. Individuals or group of individuals representing the elite classes owns most of the private institutes. Therefore, the private institutes are not much different from the public one. There is resistance to HRM convergence in Pakistan and the high power distance culture is shaping many HRM policies and practices.

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“…Numerous studies have stressed that Job satisfaction cannot be viewed in isolation and contribution of various factors such as Work place violence, Job stress and role clarity needs to be acknowledged. As some studies ('Sunny'Hu & Cheng, 2010;Al-Ajmi, 2001;Boyne, Poole, & Jenkins, 1999)have claimed these factors and their relationships may differ between work places in the private and public sectors, this study will also empirically examine the relationships among these factors and the differences between industrial sectors. The study apart from understanding the perceived level of these antecedents to job satisfaction across various industries tries to take an integrated view of various antecedents of job satisfactions, their relations amongst themselves and their cumulative effect on job satisfaction across various sectors public or private in the rapidly burgeoning Saudi Arabian industrial economy.…”

Section: Introductionmentioning

confidence: 99%

Antecedents of Job Satisfaction in Saudi Arabia: Impact of Industrial Sector

Alzalabani¹

2017

IJBM

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The exhaustive effort of Government of Saudi Arabia to standardize HRM practices across different industrial sectors in the Kingdom is expected to enhance the participation of its nationals in private sectors including SME's. This study is an effort to understand the perceived level of job satisfaction, job stress, work place violence and role clarity after the enforcement of "Nitagat" program and various amendments in the present law to promote employee well being and employee participation in order to enhance job satisfaction.The study reports a moderately better level of job satisfaction across all respondents but constrained by industry type. In spite of the best efforts of competent authorities to ensure better work environment by amending and designing regulations a significant higher job stress and work place violence is reported in private sector as compared to public sector which has fared better scores on Role clarity and lower scores on work place violence and job stress. As demonstrated through Structural equation model, the relations between job stress, role clarity and work place violence across industry sector (public vs private) further implying that key practices pertaining to HRM still remain a concern to be addressed.

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Human Resource Management in the Public and Private Sectors: An Empirical Comparison

Cited by 175 publications

References 22 publications

Managing governance complexity and knowledge networks in transparency initiatives: the case of police open data

Managing governance complexity and knowledge networks in transparency initiatives: the case of police open data

Does Ownership of Higher Education Institute Influence Its HRM Patterns? The Case of Pakistan

Antecedents of Job Satisfaction in Saudi Arabia: Impact of Industrial Sector

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