Patterns of Organizational Commitment and Perceived Management Style: A Comparison of Public and Private Sector Employees

Abstract

Organizational commitment and perceived management styles were examined using survey responses from 1418 employees from both public (N = 474) and private (N = 944) sector organizations, operating in Australia. Comparisons between the two groups of employees revealed higher commitment among private sector employees. These differences were consistent with differences in perceived management styles. In agreement with previous research, factor analysis unveiled that the concept of organizational commitment was multidimensional. However, in the present study, that concept was found to incorporate the notion of "corporate loyalty/citizenship" and the notion of "attachment to the organization." The operational concept of management style used in the study was found to incorporate four subdimensions: (factor 1) the degree of "emphasis on flexibility and adaptation"; (factor 2) the degree of "emphasis on rules and regulations"; (factor 3) the degree of emphasis on "hierarchy and role specialization" and (factor 4) the degree of "work-group discontinuity/change." Multiple regression analysis revealed that the degree of organizational commitment as well as the extent of loyalty and attachment to the organization were affected positively by factor 1 and negatively by factor 2, in both public and private sectors. Factor 3 seems to have a positive effect on overall commitment, but more so in terms of the degree of attachment to the organization. Tenure and supervision were also found to have some effect on commitment, but more so in terms of feelings of attachment to the organization (for tenure) and in terms of feelings of loyalty/citizenship (for supervision). Organization size had a moderate negative effect on commitment, but more so in the private sector. Implications and suggestions for future research and management practice are discussed.

Organizational factors, organizational culture, job satisfaction and entrepreneurial orientation in public administration

“…There are indications that higher levels of alienation among public and private sector employees (Zeffane, 1994), welfare agency workers (Aiken & Hage, 1966) and engineers (Greene, 1978) have been connected to formalization. Furthermore, there is a view point that accepts that formalization reduces stress through decrease of conflict and ambiguity role, providing guidance and clarifying job responsibility (Adler & Borys, 1996).…”

“…Empirical evidence demonstrates that in an effort of achieving organizational control, centralized decision making is implemented and this action results in employee alienation (Zeffane, 1994). Higher levels of alienation between the public and the private welfare agencies (Aiken & Hage, 1966) and public sector telecommunication workers (Zeffane, 1993) are connected with centralization.…”

Antecedents of adaptive selling among retail salespeople: A multilevel analysis

“…For instance, if salespeople are concerned about losing their jobs, there is very little chance that they will be willing to exert considerable effort in their job. To this end, aspects of management styles (e.g., degree of management emphasis on flexibility and adaptation perceived by employees) that have been found to have a significant consequences for employee commitment (Zeffane, 1994) may be used to enhance affective commitment and thus increase the practice of ASB among retail salespeople.…”

Predictors of Organizational Socialization of Instructors in Higher Education

“…In literature, there is inconsistency about the impact of this variable. For example, some scholars reported poor commitment on the part of private sector employees (e.g., Moon, 2000;Zeffane, 1994) while some other scholars reported high commitment for private sector employees (e.g., Balfour & Wechsler, 1990). Still some other studies reported no difference (e.g., Steinhaus & Perry, 1996).…”