Fit or friction? Exploring employee mobility from the public to the private sector in the context of nationalization

Abstract

Purpose This research endeavors to contribute to the field of human resource management by bridging the emerging literature on workforce nationalization and employee mobility. Specifically, it critically investigates the subtle challenges experienced by employees transitioning from the public to the private sector within the context of nationalization, by drawing on person–environment (P–E) fit theory. Design/methodology/approach The study adopts a qualitative, exploratory research design, utilizing in-depth interviews with employees transitioning from the public to the private sector and line managers. Findings The findings proffer a complex configuration of misfits and frictions that unfold across P–J, P–O, and the institutional context. First, P–J misfit reflects a capability–demand gaps emanating from workload intensity, as well as organizational and technological skill deficits. Second, P–O misfit arises from cultural misalignment and performance–climate incompatibilities. This manifests in value conflicts and contrasting sectoral logics experienced by employees. Organizational support practices emerge as critical moderators that either buffer or amplify these misfits. Third, institutional constraints and nationalization pressures constrain fit development at two levels: organizationally through quota-driven hiring, and individually, through legitimacy anxiety and identity tension. We propose a comprehensive framework that advances understanding of employees mobility and P–E fit dynamics in the context of nationalization. Originality/value The successful implementation of nationalization policies, brought about by an increasing degree of theoretical specialization, has come at the price of significant ambiguity in the scientific quest around how these policies translate into employee experiences, identity reconstruction and organizational adaptation. Addressing this gap, we contribute to the nascent literature by offering one of the first examinations of how nationalization mandates shape the experiences of employees transitioning from the public to the private sector.