Sustainable procurement in Malaysian organizations: Practices,barriers and opportunities

The purpose of this study is to uncover the extent of sustainable procurement practices amongst procurement directors/managers employed in public and private sector organizations in Malaysia, a developing country where socialization is underpinned by religious beliefs. The results showed there is a significant variation in the adoption of sustainable procurement across the sectors with the private sector registering significantly higher levels of SP practices than their public counterparts. Lack of awareness posed the most significant barrier to sustainable procurement implementation regardless of organizations or sectors whilst improved working conditions, an organization׳s/council׳s/public image, and organizational efficiency and transparency provided optimal opportunities for implementing sustainable procurement practices. Finally this study identified the two new factors of religion and sense of humanity as influencing an employee׳s engagement in sustainable procurement practices.     

Examining transformational leadership,job satisfaction,organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees

Leadership, job satisfaction, organizational commitment and trust have become important processes for healthcare management in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. Considering the rapidly changing healthcare technology and higher levels of occupational complexity, healthcare organizations are increasingly in need of engaging in leadership development in any given area of expertise to address ever-changing nature of the industry and the delivery of quality of care while remaining cost-effective and competitive. This paper investigates the perceptions of both public servants and private sector employees (outsourcing) on transformational leadership, organizational commitment, organizational trust and job satisfaction in Turkish healthcare industry. Additionally, the paper analyzes the predictability of organizational commitment based on employee – both public servants (physicians, nurses, administrative personnel and other healthcare professionals) and private sector employees (outsourcing) (auxiliary services such as administrative assistants, security personnel, kitchen, laundry and housekeeping employees) – perceptions of transformational leadership, job satisfaction and organizational trust. Using a survey instrument with items adopted from the transformational leadership inventory (TLI) [Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142], the organizational commitment questionnaire [Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage], the organizational trust inventory (OTI) [Cummings, L. L., & Bromiley, P. (1996). The occupational trust inventory (OTI): Development and validation. In R. Kramer & T. Tyler (Eds.), Trust in organizations: Frontiers of Theory and Research (pp. 302–330). Thousand Oaks, CA: Sage] and job satisfaction survey (JSS) [Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, 693–731], this quantitative study was conducted among 2108 healthcare employees (public servants and private employees) in two large government hospitals in Turkey. The study findings indicate a significant difference between the public servants and private sector employees in terms of their perceptions on two dimensions of transformational leadership (being an appropriate model, providing individualized support), overall transformational leadership and one dimension of job satisfaction (communication). The two dimensions of job satisfaction – operating procedures and communication – as well as organizational trust were the significant predictors of organizational commitment of public servants, whereas the two dimensions of leadership – individualized support and fostering the acceptance – as well as the two dimensions of job satisfaction – promotion and contingent rewards – and organizational trust were the significant regressors of organizational commitment of private sector employees. In addition, there is a significant difference between the predictors of the dimensions of organizational commitment (transformational leadership, job satisfaction and organizational trust) in terms of public servants versus private sector employees. Finally, organizational trust has a significant effect on overall organizational commitment as well as its three dimensions for public servants and private employees.     

Public and Private Management: What’s the Difference?

Critics of New Public Management argue that differences between public and private organizations are so great that business practices should not be transferred to the public sector. In this paper the theoretical arguments on the differences between private firms and public agencies are reviewed, and 13 hypotheses are identified on the impact of publicness on organizational environments, goals, structures and managerial values. Evidence from 34 empirical studies of differences between public agencies and private firms is critically evaluated. Only three of the publicness hypotheses are supported by a majority of the empirical studies: public organizations are more bureaucratic, and public managers are less materialistic and have weaker organizational commitment than their private sector counterparts. However, most of the statistical evidence is derived from studies that use narrow measures of publicness and fail to control for other relevant explanatory variables. Whether the existing evidence understates or overstates the distinctiveness of public agencies is therefore unclear. A research agenda and methods are identified for better comparisons of management in public and private organizations.     

What factors influence the organizational commitment of public sector employees in China? The role of extrinsic,intrinsic and social rewards

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment of 239 Chinese public sector employees. Hierarchical regression analysis revealed that although variables included to measure extrinsic and social rewards were strongly related to organizational commitment, variables included to measure intrinsic rewards had limited influence. These findings suggest that the antecedents of organizational commitment in the Chinese public sector are significantly different from those in the Chinese private sector and public sector organizations in the West.     

An agency theory perspective of the Israeli labor market segmentation: Past,present, and future

In this paper we use agency theory to present a process of the dichotomization of the Israeli workforce into two structures, each representing distinct organizational cultures. The first structure is the private sector, led by the high-tech industry; a model where the principal has strong control over the activities of the agent. The second is the public sector, an opposing model in which the principal has virtually no control over the activities of the agents and as a result, the effectiveness within this sector deteriorates. We argue that such conflicting systems cannot exist side by side without affecting each other and we suggest a role for human resource management (HRM) in future developments. Within the public sector it is the responsibility of the principal, the Israeli government, to gain more control over the agent and employ professional HRM systems for this purpose.     

Alignment,integration, and consistency in HRM across multi‐employer networks

Most studies of human resource management (HRM) have been conducted within the context of the single employing organization, which is strange given the recent growth in multi‐employer networks. In this study, the authors examine whether alignment, integration, and consistency—concepts central to or implicit in most analyses of HRM—has meaning and relevance in the multi‐employer context. They focus specifically on networks in which collaboration is intended to deliver high levels of product quality or customer service, precisely where one might expect employers would be attracted to “strong” HRM systems. Data was collected via interviews and document analysis in four networks, spanning both the public and private sectors in the United Kingdom. Despite a set of potentially favorable conditions within these networks to promote alignment, integration, and consistency, implementation was impeded by other equally powerful forces, including differences in employer goals within networks, especially between public and private sector organizations; intraorganizational tensions within internal labor markets for organizations involved in networks; using divergent HR policies between organizations within multi‐employer networks; and contradictions between the pursuit of “among employee” or “temporal” consistency for workers. Rather than prescribing a one‐size‐fits‐all solution for these problems, it is argued that detailed analysis of each network is necessary. ©2011 Wiley Periodicals, Inc.     

Personality traits discriminating between employees in public- and in private-sector organizations

Based on data collected from public and private organizations in Greece, this paper examines the differences in individual traits between public and private-sector employees, differences which eventually influence employees' attitudes and behaviours towards their organizations and their consequent performance, specifically in organizational commitment and neglect behaviour. The findings indicate that there are some differences between the two groups of employees. In only three out of ten personality characteristics examined here (security needs, pay needs and Protestant work ethic), are there no distinctions between the groups. These findings imply that, besides the environmental and structural characteristics of the two sectors which may be the source of attitudinal differences, it might also be that persons attracted to the public sector have different personality characteristics from those attracted to the private sector. Regardless of the source of differences, results point to the need for changing recruitment and selection practices in public organizations as well as for implementing a number of human resource management practices, the lack of which seems to drive junior qualified staff away from the public sector where they are mostly needed. The later seems to be the case in Greece where the lower pay and the non-competitive, non-challenging atmosphere prevailing in most public-sector organizations seem to play an important role in driving most dynamic employees away from the public sector.     

The influence of strategic HRM and sector on perceived performance in health services organizations

In this study, we examine a variety of management characteristics of for-profit and not-for-profit organizations in the health services (HS) industry. Data collected from Australian senior executives are used to test the relationships between managerial constructs such as employee commitment, customer demandingness, strategic HRM orientation and the adoption of human capital-enhancing human resource (HR) practices and perceived overall performance. Data analysis conducted using the Partial Least Square Modeling show a statistically significant path from commitment to employees, customer demandingness and strategic HRM orientation to the adoption of human capital-enhancing HR practices (such as selective staffing, comprehensive training, and performance appraisal) to perceived organizational performance. The results also show that private sector health service organizations have a higher level of perceived performance.     

The influence of environmental and organizational factors on innovation adoptions: Consequences for performance in public sector organizations

Although technical and administrative innovations have received much academic interest in recent years, our understanding of why some organizations adopt these innovations and others do not is still underdeveloped. This paper examines organizational and environmental factors that may explain the adoption of innovations in public sector organizations. Furthermore, how technical and administrative innovations affect firm performance is also examined. Regarding organizational factors, we analyze strategy and firm size. Regarding environmental factors, we analyze the effect of uncertainty and market concentration. Hypotheses are developed and tested using a combination of archival and survey data from the public healthcare sector. Our results suggest that environmental and organizational factors have inconsistent effects on the adoption of administrative and technical innovations in public sector organizations. Our findings also show that high adopters of both types of innovations are more sensitive to environmental factors than organizational factors. Furthermore, our paper shows that organizations that combine technical and administrative innovations increase their performance.     

Further education and training in the french public sector

Since 1989, the French public sector has imitated the private sector's further education and training mechanisms. But today, it seems that just as in the private sector, the training policies in the public sector have severe limitations. Based on a case study of a large public research institute and on a national survey making it possible to compare the private and public sectors, the paper studies the further education and training policies and their links with the organizational needs. In the public sector, the difficult balance between individual's choices and strategic management comes on the one hand from the specificities of the administrative rules of human resource management, and on the other hand from the unions' power and strategies. Faced with new challenges (demographic evolutions, decentralisation, new demands from the users of public services), the French public sector must develop new training policies.     

The role of organizational culture,capabilities, and adoption of e-marketing on nonprofits' organizational performance

Nonprofit organizations are facing increasing challenges to survival and mission accomplishment in a market economy. Thus, many nonprofit organizations are actively exploring how to enhance organizational performance through Internet and communication technologies in the digital era. The relationship between e-marketing adoption and organizational performance of for-profit companies has been studied intensively. However, this relationship has not been examined in the nonprofit context. The objectives of this study are to investigate factors promoting the adoption of e-marketing and the latter's effect on the performance of nonprofits. This paper surveyed 54 nonprofits and used partial least squares structural equation modeling (PLS-SEM) to test the research hypotheses grounded in resource dependence theory and e-marketing orientation. Results indicated that top management's attitudinal emphasis on e-marketing does not lead to e-marketing adoption. Differs from for-profit companies, nonprofits' e-marketing adoption is mainly related to planning and implementation capabilities. Moreover, although planning strongly influences e-marketing adoption, implementation capabilities play a crucial role in a performance-driven adoption. Hence, if e-marketing is adopted without sufficient manpower and skills, organizational performance will not be enhanced even with adequate e-marketing budget.     

ORGANIZATIONAL CULTURE AND WORK GROUP BEHAVIOUR: AN EMPIRICAL STUDY

This paper reports on a research study about the organizational cultures of a number of textile manufacturing plants from both the public and the private sector in Ahmedabad, India. These plants were shown to vary along one aspect of their work-group behaviour, namely the rate of ‘loitering’ among loomshed workers. The concept of ‘culture’ is defined in terms of the shared beliefs, values, norms and traditions within the organizations. Methods of observation and informal open-ended interviews were used to identify elements and/or dimensions of organizational culture, which were subsequently measured through structured interviews with loomshed workers. The study shows a definite relationship between ‘culture’ and ‘loitering’; however, the critical elements of culture influencing loitering behaviour vary from public to private sector plants. The implications of the findings of the study for the plants under reference, for production organizations in general as well as for organization theory are discussed.     

Weakening the glass ceiling: does organizational growth reduce gender segregation in the upper tiers of Danish local government?

ABSTRACT

The theory of representative bureaucracy highlights gender segregation in the public sector and its detrimental implications for public policy outcomes. Focusing attention on organisational responses to this protracted problem, we supply evidence on whether organizational growth provides potential for change in the upper echelons of the public sector. An evaluation of the relationship between new hires and gender representation within the management tiers of Danish local government reveals an association between the recruitment of additional employees and improved gender integration. This is particularly pronounced for public organizations that employ fewer women. Implications for theory and practice are discussed.     

How leveraging human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizations

Although scholars agree that complex relationships between organizations' actual human resources (i.e., human capital stock) and means of leveraging these resources may influence performance, little empirical work has tested such propositions directly. We collected two primary data sets from privateand public‐sector organizations in Israel. The multiplicative interaction between perceived human resources capital and distinctive value derived from that HR capital was significantly related to various measures of perceived and objective organizational performance. Having higher levels of human resources capital was strongly associated with performance only when top managers perceived that these resources provided distinctive value in terms of being highly valuable, inimitable, rare, and nonsubstitutable. We discuss the implications of these findings for research on strategic human resource management and the resource‐based view of competitive advantage, as well as for practical efforts to develop firm‐specific human resource capital that is inherently distinctive. © 2005 Wiley Periodicals, Inc.     

Evidence of the impacts of public e-procurement: The Portuguese experience

This paper analyses public e-procurement implementation and emphasizes its main difficulties and impacts in relation to the type of public organizations. The primary impacts and changes in the Portuguese public sector are analyzed within the new legal framework, which adopts mandatory e-procurement for any open, restricted or negotiated procedure. In this sense, two surveys carried out in consecutive years were conducted to assess the implementation difficulties and impact of e-procurement in the Portuguese public sector.The major value of this research is that it presents and discusses, for the first time, evidences about difficulties and impacts on the mandatory adoption of public e-procurement, based on the case of Portugal. The results show that the entities’ administrative level influences the e-procurement implementation, which is influenced by the innovation adoption process.     

Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.     

Human resource management and firm performance in Europe through the lens of business systems: best fit,best practice or both?

This study uses the lens of Business Systems theory to explore the importance of geographic context on the link between human resource management and organizational performance. Basing the analysis on ‘HRM bundles of competitive advantage’, drawing evidence from a large-scale survey of European private sector businesses, and using multiple methodologies, we find three distinct geographic regions and 21 ‘HRM bundles of competitive advantage’. Of those bundles 10 were significantly related to performance in one or more regions. The results raise issues about the universal applicability of HRM-performance research and have implications for the standardization of HRM policies and practices within internationally operating organizations.     

Examining the relationship between strategic HRM and hospital employees’ work attitudes: an analysis across occupational groups in public and private hospitals

Abstract

As human resource challenges have increased, strategic human resource management (SHRM) in hospitals has evolved into an important management task. Accompanying its growing relevance, there is an evolving research stream on the impact of SHRM on organizational and individual-level outcomes in the hospital context. We aim to address two remaining research gaps by investigating variations in the use of SHRM across organizations (public vs. private ownership types) and differences in the relationship between SHRM and employee attitudes within organizations (for the occupational groups of nurses and physicians). This study is based on a sample of 179 German acute care hospitals. We employ ANOVA and logistic regression analyses, and our results corroborate previous research findings showing that SHRM has positive effects on employee attitudes. However, the effects vary in significance and magnitude, depending on whether nurses or physicians are targets. Further, we reveal significant SHRM differences in public- vs. private-sector organizations.     

Content vs. Process in the HRM‐Performance Relationship: An Empirical Examination

This study investigates the impact of a human resource management (HRM) system, which integrates both content and process of human resource (HR) practices, on organizational performance, through collective employee reactions. The analysis is based on a sample of 1,250 Greek employees working in 133 public‐ and private‐sector organizations, which operate in the present context of severe financial and economic crises. The findings of the structural equation modeling suggest that content and process are two inseparable faces of an HRM system that help to reveal a comprehensive picture of the HRM–organizational performance relationship. Based on the findings that collective employee reactions mediate the HRM content (i.e., organizational performance relationship) and HRM process moderates the HRM content (i.e., employee reactions relationship), the study has several theoretical and practice implications. © 2014 Wiley Periodicals, Inc.