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Using selected personal and job-related variables, the purpose of this paper is to analyse job satisfaction among public sector senior managers and employees and then compare both cohorts with private-sector managers and employees.

The authors apply a General Linear Univariate Model with interactions that allows us to detect the influence of the independent variables based on the baseline reference value.

Results indicate that public employees differ considerably from employees in the private sector, while public sector managers’ behaviour and preferences are very similar to those of private-sector managers.

One main conclusion is that the management function of senior managers is basically the same, whether they are in the public or private sectors, and, thus, private management techniques, such as new public management (NPM), can be applied to the public sector. The main shortcoming of the study is that a qualitative analysis does not allow us to observe the impact of ethical aspects that could guide value-oriented management.

Difficulties in management by public-sector managers may arise from public employees’ perceptions regarding the application of private management practices.

High job-satisfaction ratings by public managers may indicate that, in spite of their lower wages compared to the private sector, there is no reason to conclude that a suboptimal staffing of public managers might occur that would jeopardise public services.

The authors are unaware of precedents that analyse differences between the public and private sectors in comparing employees and senior managers. Uniquely, the authors use a very large sample to draw conclusions. This paper can guide public senior managers who work in public administration.

Se analiza la satisfacción laboral de los directivos y de los empleados públicos en contraposición a los directivos y empleados privados a partir de determinadas variables de tipo personal y laboral.

Aplicación de un Modelo Lineal General Univariante con Interacciones que nos permiten ver la influencia de las variables independientes a partir del valor base de referencia.

Los resultados señalan que los empleados públicos difieren notablemente de los empleados del sector privado mientras que los directivos públicos expresan comportamientos y preferencias muy similares a los directivos del sector privado.

La implicación general es que la gestión pública de los directivos no se diferencia mucho de la gestión privada por lo cual es susceptible de aplicar las técnicas de gestión privada como el New Public Management. La limitación fundamental es que el análisis cuantitativo no permite observar la incidencia de aspectos éticos susceptibles de orientar la gestión con valores.

Las dificultades en la gestión de los directivos públicos pueden venir de la propia percepción que tienen los empleados públicos de la aplicación de prácticas de gestión privada.

La elevada Satisfacción laboral de los directivos públicos señalaría que a pesar de que sus remuneraciones son inferiores a las del sector privado no tiene por qué producirse una dotación subóptima de gestores públicos que pudiera perjudicar los servicios públicos.

No conocemos precedentes de analizar la diferencia entre los sectores público y privado al comparar empleados y directivos. Utilizamos una muestra elevada. El trabajo permite orientar la gestión pública de los directivos públicos.

This study aims to focus on the factors influencing project cost at US public universities and compares them to similar projects in the US private sector. It also presents an analysis of the potential reasons for the difference or similarities in the two sectors.

This study utilized an exploratory, comparative case study methodology performed on a small sample of public university projects and two sources of private sector cost data.

The results infer that most of the US public projects have comparable costs to that of their US private sector counterparts. The cost data from the university projects were further examined to explore if there were any possible relationships between the types of delivery methods used, sustainability certifications achieved and two project performance indexes – cost and duration.

A more thorough analysis with a larger dataset is required to make generalizable conclusions. However, the process used in this study does provide a good overview of how facility managers could organize their own cost comparison study to evaluate their project expenditures.

This research provides a starting point for future research into the topic of US public sector project costs when compared to US private sector counterparts and the impact of delivery system and sustainability on cost of US public sector projects.

Research on this topic is scant; as such, this paper provides a starting point for future research and offers insights into the potential impacts of project delivery method and choice of following a sustainability certification option.

This research paper comparatively reviews online accountability practices in public, private and nonprofit organizations, using the hospital industry as a case of analysis.

The authors conducted a quantitative content analysis of 240 US hospital websites, sampled from the 2016 American Hospital Association (AHA) database. Online Accountability Practices (OAP) instrument was utilized, and it included five dimensions as follows: accessibility, engagement, performance, governance and mission.

There were statistically significant differences in online accountability practices among the three sectors. Nonprofit organizations were leading the way in their overall online accountability practices. They were more likely to score higher on engagement, performance and mission dimensions. We explain this finding through the prism of multiple accountabilities, guided by the stakeholder theory. Private organizations had the lowest scores on every online accountability dimension, except for accessibility. Consistent with previous literature, private organizations were more likely to make information accessible in the online sphere, but not necessarily meaningful or reliable for evaluating organizational performance. Public organizations had the strongest scores within the governance dimension, placing importance on disclosing organizational leadership and sharing information on their governance structures.

This project contributes to theory building on accountability in the online environment. It argues that the distinction between two forms of accountability (functional and holistic) is applicable in the online environment, while accessibility and performance dimensions of online accountability closely align with the functional (hierarchical) form of accountability, and a more holistic approach to accountability includes dimensions like engagement, governance and mission. In addition, this project is the first of its kind to apply the stakeholder theory to accountability practices in three sectors of the economy and how the stakeholder theory provides guidance as a basis of understanding the forms of accountability (functional and holistic) that are most likely aligned with organizations in three sectors of the economy.

The results of this study point to a number of implications for hospital patients, families, hospital administration, healthcare professionals and policymakers. These implications can be broadly divided into two groups as follows: policy implications and management implications. Policy implications pertain to the national dialog and interorganizational deliberations of sector-wide policy to enrich accountability practices; while management implications are concerned with local, intraorganizational discussions among administrators and organizational leaders on formulating specific strategies and tactics.

This research paper contributes to empirical studies on organizational accountability in the online environment. It enriches our understanding of how organizations in different sectors present themselves to the public.

The paper seeks to assess the performance of 234 public and private water and wastewater utilities from industrialized and developing countries.

A group of financial and operational indicators was calculated for the sample utilities.

Some indicators calculated for the private sector, represented by US and UK water and wastewater utilities, demonstrated better values compared with public utilities, such as staff number per 1,000 connections and return on equity ratio and tariffs charged. On the other hand, the percentage of unaccounted‐for water and the debt to equity ratio evidenced no advantage in private over public utilities. Further, the performance of water and wastewater utilities of developing countries and Egypt does need improvement.

A key problem in most of water and wastewater utilities is the absence of performance assessment tools. To this end, this research utilized indicators as a means of performance assessment of water/wastewater utilities.

An examination of the commonalities and differences between performance management practices in the public and private sector.

A literature review of 100 publications in international academic journals over the last 20 years.

The chapter develops a framework which links the dimensions of the public/private-distinction (ownership, funding, control and type of goals) to the design and use of performance management systems (PMS). This framework subsequently informs a literature review, which can be summarised as follows: Multi-dimensionality of the PMS is core in both public and private sector organisations, but quite many private sector papers point to a financial focus at the top of the PMS, while public sector organisations show a broad variety of performance indicators, including those on societally relevant goals. In addition, a link between the PMS and strategies can be found in the public and the private sector, but the match between different strategies and PMS design is more elaborated in the private sector. These findings are largely in accordance with our expectations. The review also finds support for the assumption that performance information in public sector organisations is primarily used for external accountability reasons, while internal managerial control is the main purpose in private firms. The use of performance information is quite intensive and mostly functional in both sectors, which does not meet our expectations. Overall, the differences between performance management practices in the public and private sector are less stringent than expected.

Due to limited evidence about the importance of performance-related pay systems and no evidence about targeting in both sectors, a more focused literature review on these issues would be desirable.

Mutual learning between both sectors, for example the public sector can learn from the private sector on how to link strategy to the PMS and the private sector can learn from the public sector about serving a multitude of stakeholders in the PMS.

A comprehensive review of performance management practices in the public and private sector.

We examine and compare funding status, actuarial assumptions and asset investment allocations of defined benefit pension plans in the public and private sectors across time, using information as reported under GASB and FASB. We find that pension plans in both sectors are underfunded and that inferences about pension funding in the public sector would be different if pension assets' fair values were required in the computation of funding status. Actuarial assumptions of public employee plans appear to be both more optimistic and less variable than those of private sector plans. Finally, we document that public sector plans allocate invested assets somewhat differently than in the private sector, although our findings do not confirm anecdotal reports of riskier pension investment strategies relative to the private sector.

We examine personnel policies and careers in public agencies, particularly how wages and promotion standards can partially offset a fundamental contracting problem: the inability of public-sector workers to contract on performance, and the inability of political masters to contract on forbearance from meddling. Despite the dual contracting problem, properly constructed personnel policies can encourage intrinsically motivated public-sector employees to invest in expertise, seek promotion, remain in the public sector, and work hard. To do so requires internal personnel policies that sort “slackers” from “zealots.” Personnel policies that accomplish this task are quite different in agencies where acquired expertise has little value in the private sector, and agencies where acquired expertise commands a premium in the private sector. Even with well-designed personnel policies, an inescapable trade-off between political control and expertise acquisition remains.

The management of the US Department of Defense (DoD) enterprise must change. Years of under‐funding have led to a wide gap between enterprise support requirements and resources. Private sector firms have faced similar choices. This paper shows how the public enterprise can be changed. Our hypothesis is that private sector implementations of standard software will lead to increased effectiveness and efficiency in public sector organizations. Sufficient detail is provided on how to transition to a modern integrated public sector enterprise, and the steps for implementing such a project are outlined, following standard private sector implementation practices. To explain the problem and solution, the DoD installation management enterprise is used as an example.

This article examines the effects of credit to private sector on the business and trade activities. The effectiveness of rapid expansion in public and private borrowing through state's intervention after COVID-19 pandemic has been assessed in this study.

The model to determine the role of credit expansion is based on four equations estimated through panel least square technique on 18 years data of 186 countries.

It is concluded that credit to private sector and external debt improve the investment in infrastructure, which is a significant determinant of gross domestic product growth. Empirical evidences corroborate that higher number of firms using banks to finance their investment and the volume of broad money determine the magnitude of credit to private sector.

This study explores some new evidences and aspects of the credit financing which have not been discussed in this way before.

The purpose of this paper is to investigate the value relevance of segment information for both public and private sector banks in India. In doing so, this paper examines a rapidly developing economy and perhaps its most critical sector during this period of strong economic growth.

In this study uses the simplified Ohlson model, for a sample of 136 private sector and public sector banks for the period 2007-2010 in India.

The paper finds that public sector banks have higher share prices, higher earnings and more equity compared with private sector banks. Segment earnings data is highly value relevant for both sectors; however, segment equity data is only marginally value relevant for Indian banks. The number of segments is also value relevant and associated with higher share prices.

The results of this study contribute additional evidence to the literature on segment reporting by studying the effect of adoption of segment reporting in an emerging market. Findings from the paper are particularly relevant as India is currently in the process of changing its segment reporting requirements and moving to an IFRS-based segment standard.