The Organizational Culture in Public and Private Institutions

Rus, Mihaela; Rusu, D.

doi:10.1016/j.sbspro.2015.03.105

Cited by 19 publications

(17 citation statements)

References 4 publications

(2 reference statements)

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“…The outcome of the study has been supported by other researchers in similar studies. In case of Public enterprises, it is the organizational culture that influences the sentiments, ideas, beliefs held by its employees and this influence gains strength with time (Rus and Rusu, 2015). In the healthcare sector it has been reported that, culture of comradeship acted as the antecedent for employee engagement (Barsade and O Neill, 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Liao et al (2013) in their study of Chinese workers have found that positive work environment among teams creates psychological safety and which in turn leads to employee engagement. Rus and Rusu (2015) have claimed that it is the organizational culture of a public sector company that influences the sentiments, ideas, beliefs held by its employees. Moreover, this influence gains strength with the passage time (ibid).…”

Section: Theoretical Groundingsmentioning

confidence: 99%

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Identification of drivers of employee engagement in Indian power companies

Mohanty

Arunprasad

2020

IJPPM

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PurposeThe purpose of this paper is to extend the scope of social exchange theory (SET) to explore employee engagement and test its application in the context of Indian power companies. The study also attempts to explore the antecedents of employee engagement. This study includes organizational culture and three trusts, that is co-worker trust, supervisor trust and organizational trust whose presence in the organization influences employee engagement.Design/methodology/approachThe study includes a sample of 812 executives who represent three major functions of the Indian power sector, that is power generation, power transmission and power distribution. The relationships between constructs are evaluated using structural equation modeling.FindingsThe findings of this study indicate that four resources in the organization influence employee engagement in different ways. Three constructs representing co-worker trust, supervisor trust and organizational trust partially mediate the relation between organizational culture and employee engagement. This study also compares the engagement levels of the employees from three power companies.Research limitations/implicationsThis study is focused on companies operating in only the government sector.Practical implicationsEnsuring engagement from employees for the critical power sector is expected to support the development of the HR practices in this sector. Identification of sector-specific resources is expected to aid both employees and policymakers from the organization.Social implicationsThis study assists the policy makers in the organization by showcasing the importance of organizational culture, interpersonal and organizational trusts and their impact on employee engagement.Originality/valueResource theory explains why certain resources in the workplace are exchanged for employee engagement. This study extends theories of engagement as well as SET and examines their application as employee engagement in the context of executives from Indian power companies. This understanding will aid the practitioners and researchers to further their understanding of employee engagement.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Groundingsmentioning

confidence: 99%

Identification of drivers of employee engagement in Indian power companies

Mohanty

Arunprasad

2020

IJPPM

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“…The University concluded that the organizational culture is the basis for quality management and is directly linked to development. Rus and Rusu (2015) examined the organizational culture in public and private organizations. To this end, a questionnaire including ten questions was applied.…”

Section: Literature Reviewmentioning

confidence: 99%

Fuzzy AHP Approach to Prioritizing the Critical Success Factors of Organizational Culture

Çağlayan¹,

Yıldızbaşı²,

Rouyendegh³

2018

IJOL

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“…Özellikle politik aktörler ve örgütün yönetim yapısı, örgüt kültürü ve kamu görevlilerin davranışları üzerinde oldukça etkilidir. Ancak bir kamu örgütünün yönetim yapısı sürekli olarak değişirse orta ve uzun vadede siyasanın ve yönetimin şekillendirdiği baskın örgüt kültürü anlayışı zayıflayabilir (Allaire & Firsirotu, 1984;Balthazard et al, 2006;Deal & Kennedy, 2000;Gordon, 1991;Hofstede, 1998;Rus & Rusu, 2014;Smircich & Calas, 1987;Valle, 1999;Wallace et al, 1999). Dahası, bir kamu sektörünün örgüt kültürü özel sektörün örgüt kültürüne göre daha geniş ölçekli ve bilişsel yönü ağır basar.…”

Section: Introductionunclassified

Kamu ve Özel Sektör Örgütlerinde Kültürel Bileşenlerin Etkileri: Nicel Bir Araştırma

Nar¹

2021

TurkishStudies

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There are differences between the organizational cultures of the public and private sectors and between any region or unit. Factors such as theoretical size, management style, formal or informal communication, resource allocation, working conditions, adaptation, tasks and responsibilities, organizational goals, and economic activities are determinants of the structure and organizational culture of an organization. Differences are largely due to reactions shown to the organization's purpose of establishment, expectations, use of resources, and external and internal environments (including adaptation). In the private sector, organizational culture is more influenced by success, performance, competition, cooperation, risk-taking, attention to detail, adaptation, being irregular, being opportunistic, taking responsibility, and having desire. On the other hand, there is a limited relationship between organizational culture in the public sector and these concepts. This research aims to analyse the influences of cultural elements comparatively on the public and private sector organizations. For this purpose, organizational culture differences were investigated in public and private organizations. A survey was applied on 172 samples selected by simple random sampling method. According to the factor analysis, 4 factors were identified as having eigenvalues greater than one. Independent sample t-test and Anova analysis were used to compare the data. According to the research result (i) the public and private organizations' perceptions of the organizational culture showed differences in terms of the purpose, the structure and the demographic-social characteristics of the organization (ii) It can well be said that public organizations have become more flexible by distancing away from the bureaucratic values; and, hence, the public and private organization cultures have converged.

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The Organizational Culture in Public and Private Institutions

Cited by 19 publications

References 4 publications

Identification of drivers of employee engagement in Indian power companies

Identification of drivers of employee engagement in Indian power companies

Fuzzy AHP Approach to Prioritizing the Critical Success Factors of Organizational Culture

Kamu ve Özel Sektör Örgütlerinde Kültürel Bileşenlerin Etkileri: Nicel Bir Araştırma

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