Organizational commitment of public service employees in Ghana: do codes of ethics matter?

2016 ◽  
Vol 83 (1_suppl) ◽  
pp. 59-77 ◽  
Author(s):  
Anthony Sumnaya Kumasey ◽  
Justice Nyigmah Bawole ◽  
Farhad Hossain
Keyword(s):  
Organizational Commitment ◽  
Public Service ◽  
Ethical Climate ◽  
Codes Of Ethics ◽  
Service Organizations ◽  
Three Dimensions ◽  
Continuance Commitment ◽  
Service Employees ◽  
Public Service Organizations ◽  
Ethics Research

One of the most difficult and under-examined issues in the ethics research of developing countries is whether the establishment of codes of ethics in public service organizations leads to employees’ organizational commitment. This study investigates the link between codes of ethics and organizational commitment, as well as its three dimensions of affective, normative and continuance commitment, in Ghanaian public service organizations. Correlational, regression and descriptive statistics were used to study 228 participants conveniently sampled from selected public service organizations within the Greater Accra Region of Ghana. Empirical evidence showed that codes of ethics significantly and positively predicted employees’ organizational commitment, as well as the three dimensions of the affective, normative and continuance commitment of employees. Points for practitioners Codes are intended to educate the general public, and employees in particular, about the mission of an organization, to foster a good ethical climate, and to provide guidance for resolving ethical problems in an organization. To ensure employee commitment to the organization, the codes should be effectively implemented, well communicated and strictly enforced with impartiality; otherwise, the codes will appear merely as ‘cosmetic dressing’ to the organization.

Procedural Fairness, Public Service Motives, and Employee Work Outcomes: Evidence From Pakistani Public Service Organizations

2017 ◽  
Vol 39 (2) ◽  
pp. 276-299 ◽  
Author(s):  
Samina Quratulain ◽  
Abdul Karim Khan ◽  
Meghna Sabharwal
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Service ◽  
Procedural Fairness ◽  
Moderating Effect ◽  
Service Organizations ◽  
Work Outcomes ◽  
Future Research ◽  
Public Service Organizations ◽  
The Relationship

Studies in public administration hypothesize the direct effect of public service motivation (PSM) on employee attitudes and behavior. We examine the relationship between public employees’ perceptions of procedural fairness on job satisfaction and organizational commitment, and propose the moderating effect of PSM dimensions on the aforementioned relationships. Using a sample of 232 respondents drawn from multiple public service organizations, our findings indicate a positive relationship between procedural fairness perceptions and employee work outcomes (job satisfaction and organizational commitment). PSM dimensions of attraction to policy making (rational motive) and public interest (normative motive) moderate the relationship between procedural fairness and employee outcomes. However, their effect was significant only for individuals who experienced low levels of these motivations. The moderating effect of compassion (affective motive) was significant for individuals possessing high level of compassion. The implications and future research directions are discussed.

Developing and Prioritizing Measures of Emotional Capital in Public Service Organizations

2012 ◽  
Vol 4 (3) ◽  
pp. 52-60 ◽  
Author(s):  
Chung-Chu Liu ◽  
Jason C.H. Chen
Keyword(s):  
Public Service ◽  
Evaluation Method ◽  
Service Organizations ◽  
Three Dimensions ◽  
Public Service Organizations ◽  
Content Analysis Method ◽  
Service Sectors ◽  
Emotional Capital ◽  
Hierarchy Process ◽  
Analyze Data

This research is to construct emotional capital of public service organizations (PSOs) through employees’ perspectives. The content analysis method and analytical hierarchy process were used to collect and analyze data. According to the results, the study divides organizational emotional capital of public service sectors into three dimensions: Personal Emotional Capital, Group Emotional Capital, and Organizational Emotional Capital. The research also develops 12 indicators for organizational emotional capital of PSOs assessment. Measuring organizational emotional capital can be used to help formulate public strategy, provide an evaluation method for governments and allocate resources for PSOs.

scholarly journals BUDAYA KINERJA LEMBAGA PELAYANAN PUBLIK: Analisis Budaya Kinerja Kementrian dan LPNK di Indonesia (PERFORMANCE CULTURE IN PUBLIC SERVICE ORGANIZATION: An Analysis of Performance Culture ini Ministries and Non Ministerial Institutes in Indonesia)

1969 ◽  
Vol 9 (2) ◽  
Author(s):  
Sri Wahyu Wijayanti
Keyword(s):  
Service Quality ◽  
Public Service ◽  
Service Organizations ◽  
Three Dimensions ◽  
Cultural Performance ◽  
Quality Performance ◽  
The Public ◽  
Performance Culture ◽  
Public Service Organizations ◽  
Low Performance

Performance of public service in Indonesia is still not satisfactory. This has been caused by the low performance culture in the public service. In this paper, service performance culture is elaborated into three dimensions, namely the commitment to service quality, performance reward and attention toward stakeholders. The analysis of quantitative data concerning the performance culture obtained from a survey of 54 ministries and the Non-Ministerial Government Institute in Indonesia indicated that performance culture of the Ministry and Institute does not support the creation of public service quality. Thus, improvements of performance culture in public service organizations in Indonesia should be managed by improving the performance culture of public service institution.Keywords: cultural performance, public service institutions, ministries, non-ministerial government institutions.Kinerja lembaga pelayanan publik di Indonesia saat ini masih belum memuaskan. Hal ini berhubungan dengan budaya kinerja yang berkembang dalam lembaga pelayanan publik tersebut. Dalam tulisan ini budaya kinerja pelayanan dielaborasi kedalam tiga dimensi yakni komitmen terhadap kualitas pelayanan, penghargaan terhadap kinerja dan perhatian terhadap pemangku kepentingan. Hasil analisis atas data-data kuantitatif mengenai budaya kinerja yang didapatkan dari survei terhadap 54 Kementerian dan Lembaga Pemerintah Non-Kementerian (LPNK) di Indonesia, menunjukkan bahwa budaya kinerja Kementrian dan K/L saat ini masih belum mendukung terciptanya pelayanan publik yang berkualitas.Dengan demikian perbaikan budaya kinerja pada lembaga pelayanan publik di Indonesia sudah seharusnya dilakukan melalui perbaikan budaya kinerja lembaga pelayanan publik.Kata kunci: budaya kinerja, lembaga pelayanan publik, kementerian, lembaga pemerintah Non-Kementerian

Effects of public-service employee age and performance of emotional labor on job pride

2016 ◽  
Vol 44 (8) ◽  
pp. 1339-1348 ◽  
Author(s):  
Hyun Jung Lee
Keyword(s):  
Public Service ◽  
Emotional Labor ◽  
Service Organizations ◽  
Older Individuals ◽  
Service Employees ◽  
Entry Level ◽  
The Public ◽  
Public Service Organizations ◽  
And Performance ◽  
Employee Age

There is a growing number of older individuals seeking entry-level public service positions; jobs that may not be physically demanding, but may require emotional exertion. Older individuals are more experienced in interpersonal interactions and may be able to manage their emotions better than can their younger counterparts. However, factors of age and performance of work requiring emotional labor are lacking in public administration research. I conducted a survey with 167 public-service employees in USA, classifying them as younger adults (25 to 44 years old) and older adults (45 to 65 years old), and examined how performance of work requiring emotional labor mediates employee age by using an individual's pride in their job as a criterion variable. The findings suggested that an employee's age was positively related to pride in the job and better performance of work requiring emotional labor, and, unless they are mediated by higher level of false face acting, these two variables are significantly related. These findings lead to several suggestions for organizations: first, that public service organizations should open up work opportunities to older individuals; and second, because of lower wages in the public sector, organizations should offer generous fringe benefits.

Workgroup accord and change-oriented behavior in public service organizations: Mediating and contextual factors

2018 ◽  
Vol 26 (5) ◽  
pp. 719-735 ◽  
Author(s):  
Jesse W Campbell
Keyword(s):  
Regression Analysis ◽  
Organizational Commitment ◽  
Theoretical Model ◽  
Survey Data ◽  
Direct Effect ◽  
Public Service ◽  
Employee Performance ◽  
Negative Relationship ◽  
Service Organizations ◽  
Public Service Organizations

AbstractWorkgroup relationships are characterized by interdependence and intensity and can produce powerful norms that shape how work is performed. This study focuses on the effect of workgroup accord, defined as positive exchange, cooperation, and consensus among workgroup members, on change-oriented behavior in public service organizations. Change-oriented behavior denotes discretionary corrective or creative initiatives on the part of employees, and workgroup accord is hypothesized to increase change-oriented behavior both directly and indirectly via organizational commitment. The theoretical model is operationalized using survey data collected from employees of the Australian Public Service. The results of regression analysis are consistent with the hypothesis that workgroup accord positively influences organizational commitment, which in turn facilitates change-oriented behavior. However, a negative direct effect renders the total effect of workgroup accord on change-oriented behavior non-significant. Additionally, the findings suggest that innovation climate and employee performance agreement efficacy each positively moderate the negative relationship between workgroup accord and change-oriented behavior.

scholarly journals Acceptance of Change Behaviour among Middle Managers: The Importance of Subjective Norms and Social Influence as Environmental Predictors

2018 ◽  
Vol 14 (2) ◽  
pp. 155
Author(s):  
Safuwan Samah
Keyword(s):  
Social Influence ◽  
Public Service ◽  
Middle Managers ◽  
Cognitive Theory ◽  
Social Pressure ◽  
Subjective Norms ◽  
Service Organizations ◽  
Related Factors ◽  
Private Service ◽  
Public Service Organizations

The study seeks to examine the influence of environmental-related factors among middle managers in Malaysian government organization. Specifically, this study seeks to determine the influence of subjective norms and social influence in public organizations on acceptance of change. Present study employed cross-sectional survey involving a sample of 400 Administrative and Diplomatic Officers (ADO) in Malaysian Public Service organizations. The findings highlighted that middle managers’ subjective norms in this study were significant in influencing acceptance of change but are not affected by their social pressure when changes are implemented. Practically, this investigation proffers essential effort in understanding the acceptance of change of middle managers in public service organizations. This study suggests ADO as change agents should be well informed and consulted to create social pressure among them to act in supportive ways of implementing planned change Theoretically, the results of this study append to the literature and to a certain extent provide better explanation of Theory of Reasoned Action and Social Cognitive Theory in the context of acceptance of change. The population of this study involved ADO as middle managers in Malaysian Public Service organizations thus the results cannot be generalized to other level of employees in public sector as well as private service organizations. A comparative study involving both public and private service organizations would be worth studying in future.

scholarly journals Antecedents of organizational commitment of insurance agents: Job satisfaction, ethical behavior, and ethical climate

2020 ◽  
Vol 5 (2) ◽  
pp. 134-149
Author(s):  
Weihui Fu ◽  
Feng He ◽  
Na Zhang
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Ethical Behavior ◽  
Ethical Climate ◽  
Positive Impact ◽  
The Other ◽  
Three Dimensions ◽  
Insurance Agents ◽  
Ethical Climates ◽  
The Impact

This research explored the impact of job satisfaction, the ethical behavior of coworkers, successful managers, and employees themselves. Also explored were six types of ethical climate on organizational commitment and its three dimensions, including affective, continuance, and normative commitment through an investigation on 476 Chinese insurance agents. The empirical results showed that ethical behavior of coworkers and a caring climate had a significantly positive impact on both organizational commitment and its three dimensions, while independence climate had no significant influence on overall organizational commitment or its three dimensions. Job satisfaction, ethical behavior of successful managers and employees themselves, and the other five types of ethical climates only had a significant impact on organizational commitment or some of its dimensions.

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