| Abstract: |
Much of the research on human resource management and organizational behaviour revolves around the interplay between job security, compensation, and employee behaviour. This paper reviews and meta-analyses the empirical literature on public vs private sector differences in job security and compensation structures, and their impact on employee behaviour (job satisfaction, organizational commitment, turnover intention, motivation & productivity). Public and private sector employees have varying work conditions and employment relations thus it is assumed that their job-related attitudes, organizational commitment and relationships between them differ. The review combines evidence from cross-sectional, longitudinal and comparative studies from different geographical and industrial contexts. So, among the type of commitment public sector employees are more committed to continuance commitment; this might be primarily due to job security, and between private sector employee’s continuance is least affective and normative commitment are better. Moreover, compensation structures in the private sector are much more fluid, permitting performance-linked bonuses and incentive plans like profit-sharing and stock options is also something which can be an attractive part for the employee working in private sector as compared to salary bands determined by standardized scales in government jobs or public sectors where collective bargaining strengthens unions but inflexibility hampers creativity and attractive model of doing business showcasing. These findings suggest together that job security and compensation are not just transactional variables, but rather important psychological anchors that influence how employees think about the organizations they work for, how deeply committed to them they feel, and even what efforts they make in their work. The current paper provides important lessons based on the past literature with existing methodological gaps and outlines directions for |
