Is there a convergence in the commitment of private sector employees and civil servants of the State when they face organisational change?

Y-a-t-il convergence de l'engagement des salariés du secteur privé et des agents de la fonction publique d'Etat face aux changements organisationnels ?

Maëlezig Bigi (), Nathalie Greenan, Sylvie Hamon-Cholet () and Joseph Lanfranchi
Additional contact information
Maëlezig Bigi: LISE - Laboratoire interdisciplinaire pour la sociologie économique - CNAM - Conservatoire National des Arts et Métiers [CNAM] - CNRS - Centre National de la Recherche Scientifique, CEE - Centre d'études de l'emploi - M.E.N.E.S.R. - Ministère de l'Education nationale, de l’Enseignement supérieur et de la Recherche - Ministère du Travail, de l'Emploi et de la Santé
Sylvie Hamon-Cholet: CEE - Centre d'études de l'emploi - M.E.N.E.S.R. - Ministère de l'Education nationale, de l’Enseignement supérieur et de la Recherche - Ministère du Travail, de l'Emploi et de la Santé, TEPP - Travail, Emploi et Politiques Publiques - UPEM - Université Paris-Est Marne-la-Vallée - CNRS - Centre National de la Recherche Scientifique

Post-Print from HAL

Abstract: Using a linked employer-employee survey on computerisation and organisational change (COI), we compare the effects of organisational changes on the evolution of employee commitment in public and private sector organisations. Our main finding is that of a non-convergence between the two sectors. Confronted with organisational changes, civil servants express a declining involvement whereas in the private sector these changes are associated with the development or at least the maintenance of work involvement. Furthermore, private sector employees report that their feeling of fair work recognition decreases with the intensity of computer changes and deteriorates when changes in management tools reach a high level, but these effects are weakened by the joint presence of changes in both areas. It is almost the opposite that is observed in the public sector, with a negative effect of managerial changes that is lessened when their intensity grows and a combination of changes in both areas that strengthens most of the time the perception of an effort-reward imbalance. These results hold if we take into account both the voluntary selection of employees in each sector and the labour force turnover observed in the private sector. We finally show that the implementation of performance pay during the period of changes is not the source of the observed differences between the two sectors.

Keywords: Organisational changes; Management tools; ICT; Employee commitment; Work involvement; Work recognition; Comparison of public and private sectors; COI survey; Enquête COI; Changements organisationnels; Outils de gestion; TIC; Engagement au travail; Implication au travail; Reconnaissance au travail; Comparaison entre secteurs public et privé (search for similar items in EconPapers)
Date: 2013
Note: View the original document on HAL open archive server: https://hal.science/hal-01362928v1
References: View references in EconPapers View complete reference list from CitEc
Citations:

Published in Revue d'économie politique, 2013, vol. 123 (n° 3), pp. 377-401. ⟨10.3917/redp.233.0377⟩

Downloads: (external link)
https://hal.science/hal-01362928v1/document (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01362928

DOI: 10.3917/redp.233.0377

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().