Public and Private Sector Managers: Are They Really That Different?
Abstract
Since passage of the 1978 Civil Service Reform Act, which mandated new systems for executive selection, development, and performance appraisal, the importance of describing managerial and executive jobs in the public sector has increased. This recent attention to the public sector also emphasizes the relevance of comparing managerial jobs in the public and private sectors. This study compared high-level public sector Navy civilian executives (GS-16, 17, 18, or equivalent public law positions) and private sector managers and executives in terms of job content, job characteristics, and perceptions of the skills required for effective job performance. Results indicate that (1) managers in both sectors were very similar in rating job content, (2) both groups of managers indicate that they do not have time for reflective, systematic planning, and (3) public and private sector managers agree on their assessment of the required characteristics that are necessary for effective job performance. Findings suggest that a considerable degree of overlap exists between the two sectors with respect to characteristics that should be assessed when selecting, appraising, or training managerial employees. (Author)
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 1982
- Accession Number
- ADA114021
Entities
People
- Alan W. Lau
- Arthur R. Newman
- Cynthia M. Pavett