Abstract:
Employees’ attitude towards his/her job differs across organization’s sector. The present study aimed to find out the differences in employee’s attitude in public and private sector. For this purpose, managers’ reward power and coercive power were taken as independent variables and their impact on employees’ job satisfaction (dependent variable) was examined in both sectors. Sample of 130 respondents were taken from public and private sector colleges and universities in district Attock. Comparison of both sectors was made. Results confirmed our hypothesis that both these sectors differ from and each other and this difference also influence the employees’ attitude. Managers/supervisors of private sector practice more reward and coercive power as compared to that of public sector. Regression analysis showed that reward power influences employees’ job satisfaction negatively in public sector while it has a positive impact in private sector. Relationship between coercive power of the manager and subordinate’s job satisfaction was significantly negative in public sector but in private sector no significant relationship was found between coercive power and employees’ job satisfaction. Suggestions for future research, implications for managers and limitations of study are discussed
Machine summary:
, 3 (4), 383-392, Autumn 2013 © IAU Impact of Manager’s Reward Power and Coercive Power on Employee’s Job Satisfaction: A Comparative Study of Public and Private Sector * N.
Regression analysis showed that reward power influences employees’ job satisfaction negatively in public sector while it has a positive impact in private sector.
Keywords: Managers’ reward power, Coercive power, Employees’ job satisfaction, Public sector, Private sector INTRODUCTION Efficient and effective human resource is very important for every organization as the development and productivity of every organization highly depends on its human resource.
The present study, therefore, aims to compare coercive and reward power of supervisors/managers in public and private sector universities and colleges.
The study is unique in the sense that it not only compare positional power of managers (reward and coercive power) implemented in both sectors but also compared its impact on employee’s job satisfaction.
Numerous studies have shown different results about relationship between reward power of manager/supervisor and employee’s job satisfaction.
Having significant support from the literature, following hypotheses has been formulated for the current study, H1: Employees’ perception of managers’ reward power has a positive effect on employees’ job satisfaction in public sector.
The correlation analysis reveals that employees’ perception of managers’ reward power is negatively related to employee’s job satisfaction in public sector (r = -0.
In public sector colleges and universities, reward power showed significant negative relationship with employee’s job satisfaction.
Study indicated significantly negative relationship between coercive power of manager and employee’s job satisfaction in public sector.