Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Public and private organizations in Latin America: a comparison of reward preferences

Public and private organizations in Latin America: a comparison of reward preferences Compares Latin American graduate students in management with work experience in government and business. Explores similarities and differences in work‐related incentives between public and private sector groups. Finds that while administrative reforms in developing countries may assume differences in the importance of job security across the two sectors and neglect the possibility of a national or community service orientation, these assumptions are not supported by this study. Discovers that although the two groups showed no difference in the importance of salary, financial incentives related to performance were significantly more important to private sector respondents as a reason to stay in the sector. Finds differences between the groups on public service motivation, an issue not previously explored in this region. Claims these findings have important implications for Civil Service reform and development of incentive systems for privatization strategies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Public and private organizations in Latin America: a comparison of reward preferences

Download PDF
13 pages

Loading next page...
 
/lp/emerald-publishing/public-and-private-organizations-in-latin-america-a-comparison-of-M3hgXB2BAv
Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513559610119528
Publisher site
See Article on Publisher Site

Abstract

Compares Latin American graduate students in management with work experience in government and business. Explores similarities and differences in work‐related incentives between public and private sector groups. Finds that while administrative reforms in developing countries may assume differences in the importance of job security across the two sectors and neglect the possibility of a national or community service orientation, these assumptions are not supported by this study. Discovers that although the two groups showed no difference in the importance of salary, financial incentives related to performance were significantly more important to private sector respondents as a reason to stay in the sector. Finds differences between the groups on public service motivation, an issue not previously explored in this region. Claims these findings have important implications for Civil Service reform and development of incentive systems for privatization strategies.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Apr 1, 1996

Keywords: Civil Service; Incentives; Latin America; Human resource management; Privatization; Top management

References

  • Understanding and Managing Public Organizations
    Rainey, H.G.
  • Public management: recent research on political context and managerial roles, structures, and behaviors
    Rainey, H.G.
  • Reward preferences among public and private managers: in search of the service ethic
    Rainey, H.G.
  • Comparing the public and private sectors in the United States: a review of the empirical research
    Baldwin, J.N.; Farley, Q.A.
  • The motivational bases of public service
    Perry, J.L.; Wise L.R.
  • Implementing the denationalization options: Great Britain and the United States
    Moussios, A.; Legge, J.S.
  • World Bank
  • Public Sector Management Issues in Structural Adjustment Lending
    Nunberg, B.
  • Rationalization of Support to the Civil Service of Uganda
    Coker, I.; Haregot, S.; Wescott, C.
  • Management Training Strategies for Developing Countries
    Kerrigan, J.E.; Luke, J.S.
  • Developing management capacity in Latin America
    Snyder, M.M.; Osland, J.; Hunter, L.
  • A global comparison of women in management: women managers in their homelands and as expatriates
    Antal, A.B.; Izraeli, D.N.
  • The crisis of morale and federal senior executives
    Ban, C.
  • A comparison of managers entering or reentering the profit and nonprofit sectors
    Rawls, J.R.; Ullrich, R.A.; Nelson, O.T.
  • Serving the people or serving for pay: reward preferences among government, hybrid sector, and business managers
    Wittmer, D.
  • Public versus private: not that different, not that consequential
    Baldwin, J.N.
  • Government bureaucrats are different
    Guyot, J.F.
  • Factors affecting the context for motivation in public organizations
    Perry, J.L.; Porter, L.W.
  • Organizational culture in public bureaucracies
    Jabes, J.; Zussman, D.
  • Motivating government managers for retrenchment: some lessons from the senior executive service
    Barrilleaux, C.; Ingraham, P.
  • Modernizing the public service in Latin America: paradoxes of Latin American public administration
    Perlman, B.J.
  • US Merit Systems Protection Board
  • Gender, Bureaucracy & Democracy
    Hale, M.M.; Kelly, R.M.
  • All Organizations Are Public: Bridging Public and Private Organizational Theories
    Bozeman, B.
  • Merit reform in Latin America: a comparative perspective
    Ruffing‐Hilliard, K.
  • Political responsiveness and neutral competence in developing countries
    Kearney, R.C.
  • Incentive myopia: Ministry of Finance, Malabo, Equatorial Guinea
    Klitgaard, R.
  • Shifting Involvements: Private Interest and Public Action
    Hirschman, A.O.