Comparison of public and private sector managerial effectiveness in China : A three‐parameter approach

Purpose – This paper seeks to explore the similarities and differences in terms of managerial effectiveness between public‐ and private‐sector organisations from the dimensions of motivation, constraints and opportunities. Design/methodology/approach – This research was undertaken in the form of case studies targeting senior managers in four multinational corportations' (MNCs') Chinese subsidiaries. Data were collected through survey and semi‐structured interviews. The analysis of the public sector was referred to previous research conducted by Analoui. Findings – There are a number of common themes applicable to both sectors. Several identified constraints can be resolved through the provision of specific opportunities and appropriate motivation. The differences identified between the two sectors might indicate a possible development direction for the effectiveness of future senior manager (SMs) in the public sector. Research limitations/implications – Future research could consider the use of the Chinese public sector to complete a comparative analysis. Additionally, this research was conducted at one point in time, making it difficult to draw robust conclusions when the selected MNCs are in the developing or transitional phase of their company policies and practices. Therefore, it would be valuable to consider a longitudinal study. Originality/value – The three‐parameter approach of motivation, constraints and opportunities used in this study has previously been exclusively examined in the public sector to explore senior management's effectiveness. However, it has not been investigated in China and/or the private sector. Consequently, the paper makes a valuable contribution to the literature of managerial effectiveness as well as to China‐related HRM research.