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Motivation and work values in Indian public and private sector enterprises: a comparative study

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  • Rachita Satyawadi
  • Piyali Ghosh

Abstract

Manpower is an organisation's most important asset and an organisation must pay adequate attention to the well-being and morale of its workforce. Therefore, the study of employee motivation, work values, and their interaction assumes great significance in an organisational context. With the existence of public as well as private sector enterprises in India, a comparison between the two on various dimensions of motivation and work values has widespread implications for HR policies and practices in organisations. A study was conducted using two questionnaires to assess the motivation and work values of employees in the two sectors. Results indicate that employees in the public sector enterprise are motivated to a greater extent by achievement and self-control, as compared to those in the private sector; they also value pride in work, job involvement, activity preference, and upward striving more than employees in the private sector enterprise who value earnings, and are motivated more by financial gains.

Suggested Citation

  • Rachita Satyawadi & Piyali Ghosh, 2012. "Motivation and work values in Indian public and private sector enterprises: a comparative study," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 12(3), pages 237-253.
  • Handle: RePEc:ids:ijhrdm:v:12:y:2012:i:3:p:237-253
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    Cited by:

    1. Chandra Sekhar & Manoj Patwardhan & Rohit Kumar Singh, 2016. "Prioritising the dimensions of employee motivation using analytic hierarchy process," International Journal of Business and Emerging Markets, Inderscience Enterprises Ltd, vol. 8(1), pages 49-66.
    2. Gupta, Vishal & Kulkarni, Swanand & Khatri, Naresh, 2018. "Leadership and Management of Public Sector Undertakings in an Emerging Economy," IIMA Working Papers WP 2018-01-04, Indian Institute of Management Ahmedabad, Research and Publication Department.

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