Integrating Job Stress and Social Exchange Theories to Predict Employee Strain in Reformed Public Sector Contexts

Noblet, Andrew; Rodwell, John

doi:10.1093/jopart/mun019

Cited by 88 publications

(87 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…According to numerous studies related to this specific dimension, stress is negatively related to job outcomes such as job satisfaction or organizational commitment, or even attitudes towards change (Karasek & Theorell, 1990;Noblet & Rodwell, 2008;Richardsen et al, 1992;Vakola & Nikolaou, 2005).…”

Section: H2: Satisfaction In Work Relationships With Supervisors Is Rmentioning

confidence: 99%

Attitudes Toward Organizational Change Among Public Middle Managers

Giauque

2014

Public Personnel Management

View full text Add to dashboard Cite

show abstract

Section: H2: Satisfaction In Work Relationships With Supervisors Is Rmentioning

confidence: 99%

Attitudes Toward Organizational Change Among Public Middle Managers

Giauque

2014

Public Personnel Management

View full text Add to dashboard Cite

show abstract

“…It revealed that the main reason provided by these workers for resigning from their jobs in the public sector was the lack of equipment and supplies. Despite these efforts, several studies have revealed that dissatisfaction and increased levels of work stress appear after reform (Gillespie et al, 2001;Korunka et al, 2003;Noblet and Rodwell, 2008).…”

Section: Corporatisation In Hospital Sectormentioning

confidence: 99%

Does corporatisation improve organisational commitment? Evidence from public hospitals in Indonesia

Maharani

Tampubolon

2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

The past two decades have seen many countries corporatising their public hospitals with the expectation that this reform will improve hospitals' performance. In doing so, the hospital cannot neglect the importance of employees' commitment as hospitals are labour-intensive and their performance is dependent upon employees' commitment. However, evidence from the health sector in general shows that reform can bring unintended consequences for the employees such as higher stress levels due to higher workload. Corporatisation as one of the common reform in the hospital sector is certainly not immune from this threat. To examine the consequences of corporatisation on organisational commitment, we conducted a study in 54 public hospitals in East Java, Indonesia. We applied a multilevel structural equation model to survey data on 1282 workers in those hospitals. Analysis suggests that the longer a hospital has been corporatised, the greater the organisational commitment of its employees. Incentives improve organisational commitment, while training and resource availability have no association with it. Employees in larger hospitals are more committed than those in smaller hospitals. Our findings shed light on the debate on corporatisation as a lever for improving organisational commitment in public hospitals in developing countries.

show abstract

“…Further evidence is provided by Korunka et al, (2003) who find that among Austrian public employees there is a significant relationship between managerialist-inspired change and rising stress levels, declining employee well-being, and reduced job satisfaction. Noblet and Rodwell (2009b) however, argue that managerialist change is not only associated with stress but that this stress may be ameliorated by information. We hypothesize that ongoing access to information and decision-making input will be closely associated with the extent to which senior public servants can prevent or reduce stressful working conditions that arise during managerialist-oriented change programs.…”

Section: Change and Employee Attitudesmentioning

confidence: 99%

“…While this line of research is continuing to grow, there has been a tendency to focus on public sector employees generally and little is known about the impact of these changes on the health and attitudes of public sector managers, the people who are generally responsible for implementing the reforms (Noblet & Rodwell, 2009b). Ferlie, Hartley and Martin (2003, S11) noted that public sector management research could examine the experience of public managers as they are expected to 'implement national or local change initiatives'.…”

mentioning

confidence: 99%

“…So far there has been a focus on improving the qualities and techniques of public sector managers, particularly in enhancing their leadership abilities. Noblet and Rodwell (2009b) for example suggest that public sector managers must develop more awareness of the impacts of change on employees and be able to ameliorate the negative impacts. In spite of this controversy national governments and international organizations continue to pursue managerialistinspired change agendas in an uncritical way.…”

mentioning

confidence: 99%

See 1 more Smart Citation

"Change Initiatives, Stressors, and Job Satisfaction: A Social Information Processing Perspective"

Teo

Pick

Yeung³

2013

AMPROC

View full text Add to dashboard Cite

Scholars have argued that it is necessary develop new theoretical perspectives in order to better understand how managers, as change agents in public sector agencies, react to change.This study is a response to this call by adopting a Social Information Processing theoretical lens to investigate the consequences of managerialist-inspired change initiatives on employee outcomes in public sector organizations. Survey data about experiences of change initiatives, participation in change decision making, and provision of change information, changeinduced stressors, and job satisfaction and psychological wellbeing were collected from a cross-sectional sample of 659 public sector managerial employees from agencies across Australia. The dataset was randomly split into a calibration and a validation sample to empirically test a hypothesized model using Partial Least Squares analysis. Statistically significant paths common to the calibration and validation samples showed that public sector agencies implemented flexibility-focus change initiatives that are related to an increase in change-induced stress. There is also evidence to suggest that provision of change information reduced change-induced stressors, but contrary to expectation, participation in change decision-making increased stressors. Overall, the evidence suggests that top management led flexibility-focus change initiatives induces stress, job dis-satisfaction and psychological strain.

show abstract

Integrating Job Stress and Social Exchange Theories to Predict Employee Strain in Reformed Public Sector Contexts

Cited by 88 publications

References 51 publications

Attitudes Toward Organizational Change Among Public Middle Managers

Attitudes Toward Organizational Change Among Public Middle Managers

Does corporatisation improve organisational commitment? Evidence from public hospitals in Indonesia

"Change Initiatives, Stressors, and Job Satisfaction: A Social Information Processing Perspective"

Contact Info

Product

Resources

About