Regional HRM Trends in Private and Public Sectors: A Comparative Approach

Poór, József; Jepsen, Denise M.; Bátfai, Boróka Viktória Musztyné; Pótó, Zsuzsanna; Valentinyi, Klára Veresné; Karoliny, Zsuzsa

doi:10.1080/10669868.2021.1881018

Cited by 3 publications

(4 citation statements)

References 34 publications

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“…Private and public sector organizations are distinct in many ways (e.g., perceptions of meritocracy [120], human resources management strategies and trends [121][122][123], performance evaluation [124], links between human resource management practices and performance [125], quality initiatives [126]). Despite some similarities, research indicates numerous sectoral differences in employee-related variables, including employee engagement antecedents [127], work engagement [128], presenteeism and burnout [129], the effects of extrinsic rewards on psychological empowerment [130], leadership competencies [131], managerial work activities [132], job satisfaction [133], emotional changes and protective factors [134], public service motivation [135], addressing secondary traumatic stress [136], affective organizational commitment [137], talent management [138], determinants of general health, work-related strain, and burnout [139], employees' work characteristics and burnout [140].…”

Section: Importance Of the Studymentioning

confidence: 99%

“…However, employees' positive organizational practices in different sectors, especially under the COVID-19 pandemic, have not been targeted yet. Based on prior research indicating organizational behavior differences in different sectors and the importance of organizational practices [123,125,127,137,141], we hypothesized differences in positive organizational practices in the public and private sectors. Thus, this study, firstly, brings some preliminary insights on differences in positive organizational practices in different sectors under the stressful conditions of the pandemic.…”

Section: Importance Of the Studymentioning

confidence: 99%

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Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Diržytė

Patapas

2022

Sustainability

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Public and private sector employees confronted stressful life circumstances that affected the world during the COVID-19 pandemic. Therefore, new knowledge on possible psychological and organizational resources is needed. This study aimed to explore positive organizational practices, psychological capital, and life satisfaction of employees in the public and private sectors. The survey applied the Satisfaction with Life Scale (SWLS), the Psychological Capital Questionnaire—PCQ-24, validated in the Lithuanian population (the Lith-PCQ-21), and the Positive Organizational Practices Questionnaire. The sample consisted of 582 employees, including 443 public sector and 139 private sector employees. The respondents’ mean age was 42.0981 years (SD = 13.23083). The CFA results confirmed the six-factor structure of positive organizational practices, χ2 = 270,884.785; Df = 406; CFI = 0.996; TLI = 0.996; NFI = 0.995; RMSEA = 0.074 [0.070–0.078]; SRMR = 0.043, the four-factor structure of psychological capital, χ2 = 32,780.109; Df = 190; CFI = 0.983; TLI = 0.980; NFI = 0.978; RMSEA = 0.082 [0.076–0.088]; SRMR = 0.067, and one factor structure of life satisfaction, χ2 = 10,588.246; Df = 10; CFI = 0.999; TLI = 0.999; NFI = 0.999; RMSEA = 0.022 [0.000–0.066]; SRMR = 0.014. The findings revealed that private sector employees demonstrated higher scores of dignity, support, care, forgiveness, and overall positive organizational practices than public sector employees. Private sector employees demonstrated higher optimism scores than public sector employees, and public sector employees demonstrated higher self-efficacy scores than private sector employees. Male employees demonstrated significantly higher scores on dignity, meaning, and forgiveness than females. Significant positive correlations were found between age and resilience, care and age, care and number of working years, care and number of working years in the current organization. Psychological capital mediated the link between positive organizational practices and life satisfaction. Positive organizational practices were linked to life satisfaction and psychological capital in both employees’ groups, but the features of links were distinctive in the public and private sectors. These results signify the importance of positive organizational practices and psychological capital for the life satisfaction of employees.

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Section: Importance Of the Studymentioning

confidence: 99%

Section: Importance Of the Studymentioning

confidence: 99%

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Diržytė

Patapas

2022

Sustainability

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“…The results of NPM analyses for individual countries are also published (e.g., Pollitt and Bouckaert, 2017; Fernández-Gutiérrez and Van de Walle, 2019; Poór et al, 2021), as well as related to selected areas, e.g. health systems (Terlizzi and Esposito, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

Changes in the crisis management policy – a case study of Poland

Kunikowski

Kisilowski

2022

PPAdm

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This article aims to provide insights into the research conducted in 2019 when recommendations for changes in the Act on Crisis Management in Poland were formulated and to evaluate the changes introduced in the form of an amendment to the Act on Crisis Management in 2020. The research presented in the article is based on the assessment of the recommendations formulated by the authors in 2019 according to the trends in public crisis management (New Public Management, Public Governments) made in comparison to the literature in this area. The practical part of the presented research consists of a comparative analysis in four categories (General, Risk, Critical Infrastructure, Other) and a discussion of the compliance of the formulated recommendations with the changes in the amended act in 2020. The research showed that the recommendations formulated in 2019 were accurate, especially in the categories of Risk and Critical Infrastructure. The recommendations in the General category relate to the concept of security at the state level, but not to this law on crisis management and thus appear to be neutral. In the theoretical context, compliance of individual recommendations with the trends in public management was indicated.

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“…Finally, this study relies on (secondary) cross-sectional data from the Dutch public sector. The outcomes of this empirical work cannot be generalized to other contexts, because of differences in the institutional context [77] that influence organizations' and HR managers' leeway in deciding on the HR practices to deploy [36]. Moreover, the cross-sectional nature of the data prohibits real causal interpretations [31].…”

Section: Limitations Of the Study And Recommendations For Future Researchmentioning

confidence: 99%

More Roads Lead to Rome. HR Configurations and Employee Sustainability Outcomes in Public Sector Organizations

et al. 2021

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In linking human resource management (HRM) to organizational sustainability, linear variance-based methods are not suited for addressing the complexity of how various HRM practices interact and have an impact on sustainability outcomes for multiple stakeholders. However, so far, empirical evidence for a configurational approach, acknowledging synergy and equifinality between various practices, is scant. Therefore, this study aims to provide empirical evidence for synergistic effects and equifinality in the link between sustainable HRM practices and employee sustainability outcomes. Building on the Ability Motivation Opportunity (AMO) model, this study adopts a configurational approach to unveil how sustainable HRM practices, in various combinations and in different ways, can impact employee sustainability outcomes (commitment and job satisfaction). The study applied a fuzzy set Qualitative Comparative Analysis (fsQCA) on a secondary data set consisting of employee surveys in 30 Dutch public sector organizations. The findings reveal that combinations of various AMO-enhancing practices are especially conducive to commitment and job satisfaction. Moreover, aligning these practices with work context factors (transformational leadership style and low work pressure) can lead to relatively high levels of commitment and job satisfaction. This study indicates that configuration matters and that there is not one best way to achieve employee sustainability outcomes. This leaves ample leeway for human resource managers to design a suitable and integrative HRM system for their own organization.

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Regional HRM Trends in Private and Public Sectors: A Comparative Approach

Cited by 3 publications

References 34 publications

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

Changes in the crisis management policy – a case study of Poland

More Roads Lead to Rome. HR Configurations and Employee Sustainability Outcomes in Public Sector Organizations

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