Public sector motivational practices and their effect on job satisfactioncountry differences
- de Juana-Espinosa, Susana 1
- Rakowska, Anna 2
- 1 Universidad de Alicante, España
- 2 Business, Maria Curie-Sklodowska University, Lublin, Poland
ISSN: 2444-8494, 2444-8451
Año de publicación: 2018
Volumen: 27
Número: 2
Páginas: 141-154
Tipo: Artículo
Otras publicaciones en: European journal of management and business economics
Resumen
The purpose of this paper is to explore the effects of job satisfaction practices for public sector employees through a cross-national approach. A multi-group analysis was carried out using SmartPLS3 among non-teaching employees of public universities in Poland and Spain. The results show a positive relationship between motivational factors and job satisfaction; however, there is no evidence that the variable “country” introduced significant differences. The research findings contribute to a better understanding of job satisfaction for public employees and provide empirical evidence on the relationship between job satisfaction and public culture
Referencias bibliográficas
- Adams, J.S. (1965), “Inequity in social exchange”, in Berkowitz, L. (Ed.), Advances in Experimental Social Psychology, Vol. 2, Academic Press, New York, NY, pp. 267-299.
- Azêdo, D. and Alves, H. (2013), “Internal marketing practices in health care and their influence on nurse motivation”, Home Health Care Management & Practice, Vol. 26 No. 2, pp. 92-100.
- Bakker, A.B., Demerouti, E. and Verbeke, W. (2004), “Using the job demands-resources model to predict burnout and performance”, Human Resource Management, Vol. 43 No. 1, pp. 83-104.
- Bellou, V. (2010), “Organisational culture as a predictor of job satisfaction: the role of gender and age”, Career Development International, Vol. 15 No. 1, pp. 4-19.
- Blau, P.M. (1964), Exchange and Power in Social Life, Wiley, New York, NY.
- Bouckaert, G. (2007), “Cultural characteristics from public management reforms worldwide”, Research in Public Policy and Management Analysis, Vol. 16 No. 2, pp. 29-64.
- Brunetto, I., Xerri, M., Shriberg, A., Farr-Wharton, R., Shacklock, K., Newman, S. and Dieng, J. (2013), “The impact of workplace relationships on engagement, well-being, commitment and turnover for nurses in Australia and the USA”, Journal of Advanced Nursing, Vol. 69 No. 12, pp. 2786-2799.
- Bullock, J.B., Stritch, J.M. and Rainey, H.G. (2015), “International comparison of public and private employees’ work motives, attitudes, and perceived rewards”, Public Administration Review, Vol. 75 No. 3, pp. 479-489.
- Chen, S., Wu, W., Chang, Ch., Lin, Ch., Kung, J., Weng, H., Lin, Y. and Lee, S. (2015), “Organisational justice, trust, and identification and their effects on organisational commitment in hospital nursing staff”, BMC Health Services Research, Vol. 15 No. 1, p. 363.
- Chordiya, R., Sabharwal, M. and Goodman, D. (2017), “Affective organizational commitment and job satisfaction: a cross-national comparative study”, Public Administration, Vol. 95 No. 1, pp. 178-195.
- Christensen, T. and Lægreid, P. (2007), “The whole-of-government approach to public sector reform”, Public Administration Review, Vol. 67 No. 6, pp. 1059-1066.
- Cohen-Chara, Y. (2011), “The role of justice in organisations: a meta-analysis”, Organisational Behavior and Human Decision Processes, Vol. 86 No. 2, pp. 278-321.
- Coomber, B. and Barriball, K. (2007), “Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: a review of the research literature”, International Journal of Nursing Studies, Vol. 44 No. 2, pp. 297-314.
- Cowley, E. and Smith, S. (2014), “Motivation and mission in the public sector: evidence from the world values survey”, Theory and Decision, Vol. 76 No. 2, pp. 241-263.
- Coyle-Shapiro, J.A. and Kessler, I. (2003), “The employment relationship in the U.K. Public sector: a psychological contract perspective”, Journal of Public Administration Research and Theory, Vol. 13 No. 2, pp. 213-230.
- Crewson, P.E. (1997), “Public-service motivation: building empirical evidence of incidence and effect”, Journal of Public Administration Research and Theory, Vol. 7 No. 4, pp. 499-518.
- Deci, E.L. (1975), Intrinsic Motivation, Plenum Press, New York, NY.
- DeSantis, V.S. and Durst, S.L. (1996), “Comparing job satisfaction among public- and private-sector employees”, Public Personnel Management, Vol. 26 No. 3, pp. 327-343.
- Diamantopoulos, A., Riefler, P. and Roth, K. (2008), “Advancing formative measurement models”, Journal of Business Research, Vol. 61 No. 12, pp. 1203-1218.
- Drabe, D., Hauffb, S. and Richter, F.N. (2015), “Job satisfaction in aging workforces: an analysis of the USA, Japan, and Germany”, The International Journal of Human Resource Management, Vol. 26 No. 6, pp. 783-805.
- Eisenberger, R., Huntington, R., Hutchinson, S. and Sowa, D. (1986), “Perceived organisational support”, Journal of Applied Psychology, Vol. 71 No. 3, pp. 500-507.
- Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I.L. and Rhoades, L. (2002), “Perceived supervisor support: contributions to perceived organizational support and employee retention”, Journal of Applied Psychology, Vol. 87 No. 3, pp. 565-573.
- Ellinger, A.D., Ellinger, A.E., Hamlin, R.G. and Beattie, R.S. (2010), “Achieving improved performance through managerial coaching”, in Watkins, R. and Leigh, D. (Eds), Handbook for the Selection and Implementation of Human Performance Interventions, Jossey-Bass, San Francisco, CA, pp. 275-298.
- Emerson, R.M. (1976), “Social exchange theory”, Annual Review of Sociology, Vol. 2 No. 1, pp. 335-362.
- Fornell, C. and Larcker, D.F. (1981), “Evaluating structural equation models with unobservable variables and measurement error”, Journal of Marketing Research, Vol. 18 No. 1, pp. 39-50.
- Franco, L.M., Bennett, S. and Kanfer, R. (2002), “Health sector reform and public sector health worker motivation: a conceptual framework”, Social Science and Medicine, Vol. 54 No. 8, pp. 1255-1266.
- Gerhart, B. and Fang, M. (2014), “Pay for (individual) performance: issues, claims, evidence and the role of sorting effects”, Human Resource Management Review, Vol. 24 No. 1, pp. 41-52.
- Gould-Williams, J.S. (2016), “Managers’ motives for investing in HR practices and their implications for public service motivation: a theoretical perspective”, International Journal of Manpower, Vol. 37 No. 5, pp. 764-776.
- Greenberg, J. (1990), “Organizational justice: Yesterday, today, and tomorrow”, Journal of Management, Vol. 16, pp. 399-432.
- Greenberg, J. (2011), “Organisational justice: the dynamics of fairness in the workplace”, in Zedeck, S. (Ed.), APA Handbook of Industrial and Organisational Psychology, Vol. 3, American Psychological Association, Washington, DC, pp. 271-327.
- Hair, J.F., Ringle, C.M. and Sarstedt, M. (2013), “Partial least squares structural equation modeling: rigorous applications, better results and higher acceptance”, Long Range Planning, Vol. 46 Nos 1/2, pp. 1-12.
- Hair, J.F., Black, W.C., Babin, B.J. and Anderson, R.E. (2010), Multivariate Data Analysis, 7th ed., Pearson Education International, Upper Saddle River, NJ.
- Hair, J.F., Hult, G.T.M., Ringle, C.M. and Sarstedt, M. (2017), A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), 2nd ed., Sage, Thousand Oaks, CA.
- Hair, J.F., Sarstedt, M., Pieper, T.M. and Ringle, C.M. (2012), “The use of partial least squares structural equation modeling in strategic management research: a review of past practices and recommendations for future applications”, Long Range Planning, Vol. 45 Nos 5/6, pp. 320-340.
- Harman, H.H. (1976), Modern Factor Analysis, 3rd ed. revised, University of Chicago Press, Chicago, IL.
- Herzberg, F., Mausner, B. and Snyderman, B.B. (1959), The Motivation to Work, Wiley, New York, NY.
- Hiedemann, A.M., Nas, G. and Saporito, R. (2016), “A public service-dominant logic for the executive education of public managers”, Teaching Public Administration, Vol. 35 No. 1, pp. 66-87.
- Hofstede, G. (1984), Culture’s Consequences: International Differences in Work Related Values, SAGE Publications, London.
- Hofstede, G., Hofstede, G.J. and Minkov, M. (2010), Cultures and Organisations: Software of the Mind, 3rd ed., McGraw-Hill, New York, NY.
- Hu, Q. (2014), “Performance differences among four organisational commitment profiles”, Journal of Applied Psychology, Vol. 90 No. 6, pp. 1280-1287.
- Huang, X. and Van de Vliert, E. (2003), “Where intrinsic job satisfaction fails to work: National moderators of intrinsic motivation”, Journal of Organisational Behavior, Vol. 24 No. 2, pp. 159-179.
- Hung, C.L. (2012), “Internal marketing, teacher job satisfaction and effectiveness of central Taiwan primary schools”, Social Behavior and Personality, Vol. 40 No. 9, pp. 1435-1450.
- Inoue, A., Kawakami, N., Ishizaki, M. and Shimazu, A. (2010), “Organisational justice, psychological distress, and work engagement in Japanese workers”, International Archives of Occupational and Environmental Health, Vol. 83 No. 29, pp. 1432-1246.
- Judge, T.A., Piccolo, R.F., Podsakoff, N.P., Shaw, J.C. and Rich, B.L. (2010), “The relationship between pay and job satisfaction: a meta-analysis of the literature”, Journal of Vocational Behavior, Vol. 77 No. 2, pp. 157-167.
- Jun, M., Cai, S. and Shin, H. (2006), “TQM practice in maquiladora: antecedents of employee satisfaction and loyalty”, Journal of Operations Management, Vol. 24 No. 6, pp. 791-812.
- Kim, H. (2014), “Transformational leadership, organisational clan culture, organisational affective commitment and organisational citizenship behavior: a case of South Korea’s public sector”, Public Organisation Review, Vol. 14 No. 3, pp. 397-417.
- Kim, H. and Stoner, M. (2008), “Burnout and turnover intention among social workers: effects of role stress, job autonomy and social support”, Administration in Social Work, Vol. 32 No. 3, pp. 5-25.
- King, N. (1970), “Clarification and evaluation of the two-factor theory of job satisfaction”, Psychology Bulletin, Vol. 74 No. 1, pp. 18-31.
- Kurtessis, J., Eisenberger, R., Ford, M.T., Buffardi, L.C., Stewart, K.A. and Adis, C.A. (2015), “Perceived organisational support: a meta-analytic evaluation of organisational support theory”, Journal of Management, Vol. 43 No. 6, pp. 1854-1884.
- Liden, R.C., Wayne, S.J., Liao, L. and Meuser, J.D. (2014), “Servant leadership and serving culture: influence on individual and unit performance”, Academy of Management Journal, Vol. 57 No. 5, pp. 1434-1452.
- Locke, E.A. (1976), “The nature and causes of job satisfaction”, in Dunnette, M.D. (Ed.), Handbook of Industrial and Organisational Psychology, Rand McNally, Chicago, IL, pp. 1297-1349.
- McPhee, S.D. and Townsend, L.J. (1992), “A study of organisational commitment and job satisfaction among air force occupational therapy officers”, Military Medicine, Vol. 157 No. 3, pp. 117-121.
- Macey, W.H. and Schneider, B. (2008), “The meaning of employee engagement”, Industrial and Organisational Psychology, Vol. 1 No. 1, pp. 3-30.
- Maidani, E. (1991), “Comparative study of Herzberg’s two-factor theory of job satisfaction among public and private sectors”, Public Personnel Management, Vol. 20 No. 4, pp. 441-448.
- Malhan, I.V. (2006), “Developing corporate culture in the Indian university libraries”, Library Management, Vol. 27 Nos 6/7, pp. 486-493.
- Matheson, A. and Kwon, H.S. (2003), “Public sector modernisation: a new agenda”, Journal on Budgeting, Vol. 3 No. 1, pp. 7-23.
- Milne, P. (2007), “Motivation, incentives and organisational culture”, Journal of Knowledge Management, Vol. 11 No. 6, pp. 28-38.
- Moorman, R.H. (1991), “Relationship between organizational justice and organizational citizenship behaviors: do fairness perceptions influence employee citizenship?”, Journal of Applied Psychology, Vol. 76 No. 6, pp. 845-855.
- Mottaz, C. (1985), “The relative importance of intrinsic and extrinsic rewards as determinants of work satisfaction”, The Sociological Quarterly, Vol. 26 No. 3, pp. 365-385.
- Osborne, S. (2010), “Delivering public services: time for a new theory?”, Public Management Review, Vol. 12 No. 1, pp. 1-10.
- Osborne, S., Radnor, Z. and Nasi, G. (2012), “A new theory for public service management? Toward a (public) service-dominant approach”, The American Review of Public Administration, Vol. 43 No. 2, pp. 135-158.
- Ostroff, C. and Bowen, D. (2016), “Reflections on the 2014 decade award: is there strength in the construct of HR system strength?”, Academy of Management Review, Vol. 41 No. 2, pp. 196-214.
- Pelit, E., Öztürk, Y. and Arslantürk, Y. (2011), “The effects of employee empowerment on employee job satisfaction”, International Journal of Contemporary Hospitality Management, Vol. 23 No. 6, pp. 784-802.
- Perry, J.L. (1997), “Antecedents of public service motivation”, Journal of Public Administration Research and Theory, Vol. 7 No. 2, pp. 181-197.
- Perry, J.L. and Wise, R. (1990), “The motivational bases of public service”, Public Administration Review, Vol. 50 No. 3, pp. 367-373.
- Podger, A. (2017), “Enduring challenges and new developments in public human resource management: Australia as an international experience”, Review of Public Personnel Administration, Vol. 37 No. 1, pp. 108-128.
- Podsakoff, P.M. and Organ, D.W. (1986), “Self-Reports in organisational research: problems and prospects”, Journal of Management, Vol. 12 No. 4, pp. 531-544.
- Podsakoff, P.M., MacKenzie, S.B. and Bommer, W.H. (1996), “Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organisational citizenship behaviour”, Journal of Management, Vol. 22, pp. 259-298.
- Porter, L.W. (1962), “Job attitudes in management: i. Perceived deficiencies in need fulfilment as a function of job level”, Journal of Applied Psychology, Vol. 46 No. 6, pp. 375-384.
- Price, J.L. and Mueller, C.W. (1986), Handbook of Organizational Measurement, Pittman, Marshfield, MA.
- Rakowska, A., de Juana-Espinosa, S. and Valdés-Conca, J. (2015), “Determinants of organisational commitment for public administration employees: a theoretical model with an international perspective”, Proceedings of 2015 Makelearn Conference, Portoroz, June, available at: www. toknowpress.net/ISBN/978-961-6914-13-0/papers/ML15-343.pdf (accessed 15 January 2016).
- Rayton, B.A. and Yalabik, Z.Y. (2014), “Work engagement, psychological contract breach and job satisfaction”, The International Journal of Human Resource, Vol. 25 No. 17, pp. 2382-2400.
- Reinartz, W., Haenlein, M. and Henseler, J. (2009), “An empirical comparison of the efficacy of covariance-based and variance-based SEM”, International Journal of Research in Marketing, Vol. 26 No. 4, pp. 332-334.
- Rhoades, L. and Eisenberger, R. (2002), “Perceived organisational support: a review of the literature”, Journal of Applied Psychology, Vol. 87 No. 4, pp. 698-714.
- Rich, B., LePine, J.A. and Crawford, E.R. (2010), “Job engagement: antecedents and effects on job performance”, Academy of Management Journal, Vol. 53, pp. 617-635.
- Rigdon, E.E. (2012), “Rethinking partial least squares path modeling: in praise of simple methods”, Long Range Planning, Vol. 45 Nos 5/6, pp. 341-358.
- Ringle, C.M., Wende, S. and Becker, J.M. (2015), “SmartPLS 3. Boenningstedt: SmartPLS GmbH”, available at: www.smartpls.com (accessed 25 February 2016).
- Rufin, R., Bélanger, F., Medina-Molina, C., Carter, L. and Sánchez-Figueroa, J.C. (2014), “A cross-cultural comparison of electronic government adoption in Spain and the USA”, International Journal of Electronic Research, Vol. 10 No. 2, pp. 43-59.
- Saks, A.M. (2006), “Antecedents and consequences of employee engagement”, Journal of Managerial Psychology, Vol. 7 No. 21, pp. 600-619.
- Sanjeev, M.A. and Surya, A.V. (2016), “Two factor theory of motivation and satisfaction: an empirical verification”, Annals of Data Science, Vol. 3 No. 2, pp. 155-173.
- Sousa-Poza, A. and Sousa-Poza, A.A. (2000), “Well-being at work: a cross-national analysis of the levels and determinants of job satisfaction”, The Journal of Socio-Economics, Vol. 29 No. 6, pp. 517-538.
- Tekleab, A.G. and Chiaburu, D.S. (2011), “Social exchange, empirical examination of form and focus”, Journal of Business Research, Vol. 64 No. 5, pp. 460-466.
- Vandenabeele, W. (2009), “The mediating effect of job satisfaction and organisational commitment on self-reported performance: more robust evidence of the PSM-performance relationship”, International Review of Administrative Sciences, Vol. 75 No. 1, pp. 11-34.
- Vandenabeele, W. and Van de Walle, S. (2008), “International difference in public service motivation: comparing regions across the world”, in Perry, J.L. and Hondeghem, A. (Eds), Motivation in Public Management: The Call of Public Service, Oxford University Press, Oxford, pp. 223-244.
- Wayne, S., Shore, L. and Liden, R. (1997), “Perceived organizational support and leader-member exchange: a social exchange perspective”, Academy of Management Journal, Vol. 40 No. 1, pp. 82-111.
- Weiss, H.M. (2002), “Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences”, Human Resource Management Review, Vol. 12 No. 2, pp. 173-194.