Person–organization fit: Testing socialization and attraction–selection–attrition hypotheses

Cooman, Rein De; Gieter, Sara De; Pepermans, Roland; Hermans, Sabrina; Bois, Cindy Du; Caers, Ralf; Jegers, Marc

doi:10.1016/j.jvb.2008.10.010

Cited by 178 publications

(139 citation statements)

References 23 publications

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“…The estimate of the coe¢ cient is insigni…cant and very close to zero. 13 This implies that not the most altruistic and energetic workers have the highest likelihood of being employed in the public sector, but those workers who are most altruistic and lazy. Our estimates imply that they face a estimated probability of working in the public sector of 32.8%.…”

Section: Resultsmentioning

confidence: 99%

“…We …nd the strongest results for workers in the highest education category. A unit increase in altruism increases the likelihood of working in the public sector for a highly educated worker by 3.9 percentage points, while a unit increase 13 One possible interpretation for the insigini…cant coe¢ cient for the interaction term together with the signi…cant coe¢ cient for altruism is that public sector employees'contribution to society is (partly) independent of their e¤ort. For instance, public sector employees may consider the wage gap between the private sector and the public sector as a donation to society.…”

Section: Column 3 Ofmentioning

confidence: 99%

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Intrinsic Motivations of Public Sector Employees: Evidence for Germany

Dur

Zoutenbier

2012

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. We examine differences in altruism and laziness between public sector employees and private sector employees. Our theoretical model predicts that the likelihood of public sector employment increases with a worker's altruism, and increases or decreases with a worker's laziness depending on his altruism. Using data from the German Socio-Economic Panel Study, we find that public sector employees are significantly more altruistic and lazy than observationally equivalent private sector employees. A series of robustness checks show that these patterns are stronger among higher educated workers; that the sorting of altruistic people to the public sector takes place only within the caring industries; and that the difference in altruism is already present at the start of people's career, while the difference in laziness is only present for employees with sufficiently long work experience. Terms of use: Documents inJEL-Code: H100, J450, M500.

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Section: Resultsmentioning

confidence: 99%

Section: Column 3 Ofmentioning

confidence: 99%

Intrinsic Motivations of Public Sector Employees: Evidence for Germany

Dur

Zoutenbier

2012

SSRN Journal

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“…As we discussed in the Introduction, several earlier studies have found that altruistic motivations decline with tenure among public sector employees (Blau 1960, Van Maanen 1975, and Cooman et al 2009). We therefore add to model 2 employee's tenure at the organization as well as tenure interacted with the employee's sector, and similarly for tenure squared to allow for nonlinear effects.…”

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confidence: 86%

Public Sector Employees: Risk Averse and Altruistic?

Buurman

Dur

Bossche³

2009

SSRN Journal

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We assess whether public sector employees have a stronger inclination to serve others and are more risk averse than employees in the private sector. A unique feature of our study is that we use revealed rather than stated preferences data. Respondents of a large-scale survey were offered a substantial reward and could choose between a widely redeemable gift certificate, a lottery ticket, or making a donation to a charity. Our analysis shows that public sector employees are significantly less likely to choose the risky option (lottery) and, at the start of their career, significantly more likely to choose the pro-social option (charity). However, when tenure increases, this difference in pro-social inclinations disappears and, later on, even reverses. Our results further suggest that quite a few public sector employees do not contribute to charity because they feel that they already contribute enough to society at work for too little pay.Keywords: public service motivation, risk aversion, revealed preferences data.JEL codes: H1, J45, M52. * We gratefully acknowledge comments and suggestions by Josse Delfgaauw and participants to the 2009 CMPO Workshop 'Public services and worker motivation' in Bristol.

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“…We hypothesize that submission to authority has a direct and positive impact on the three aforementioned variables. This hypothesis is first grounded in the view of personenvironment fit (Spokane, Meir, & Catalano, 2000) or person-organization fit (De Cooman et al, 2009), both of which suggest that positive work attitudes arise when individuals perceive that the environment matches their personal values, needs, and abilities. As mentioned, submission to authority is not an obsolete virtue in East Asia.…”

Section: Hypothesismentioning

confidence: 99%

Confucian Values in Public Organizations: Distinctive Efects of Two Interpersonal Norms on Public Employees’ Work Morale

Chen

Hsieh

2017

Chinese Public Administration Review

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Much effort has been invested in the research of work-related values in public organizations but little attention is paid to the importance of personal values. We delve into this underexplored domain through the lens of Confucianism and focus on two Confucian values: (i) submission to authority and (ii) male dominance. We expect that submission to authority is a positive predictor of work morale because it is consistent with the command hierarchy and formal control in bureaucracies. In contrast, male dominance should be a negative predictor as it contradicts equality of opportunity in public organizations. This is significant as personnel practices in public organizations are deemed a role model for business organizations. Statistical findings based on data collected in Taiwan support both hypotheses. We conclude that public personnel practices, especially the hiring process, can benefit from our findings.

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Person–organization fit: Testing socialization and attraction–selection–attrition hypotheses

Cited by 178 publications

References 23 publications

Intrinsic Motivations of Public Sector Employees: Evidence for Germany

Intrinsic Motivations of Public Sector Employees: Evidence for Germany

Public Sector Employees: Risk Averse and Altruistic?

Confucian Values in Public Organizations: Distinctive Efects of Two Interpersonal Norms on Public Employees’ Work Morale

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