Public sector work intensification and negative behaviors

Abstract

Purpose -The purpose of this paper is to explore issues associated with sector specific change in the Australian Public Service (APS). Evidence is presented on the impact of New Public Management (NPM) on work intensification and subsequent negative behaviors by giving voice to APS employees who were subject to the NPM changes.Design/methodology/approach -Data were collected from APS employees, human resource managers and policy makers across 11 agencies on the nature of the changes, context of work, and workplace interactions. The study adopted a triangulated mixed method interpretivist approach using a survey instrument, stories, focus groups, and interviews.Findings -The NPM changes were aimed at creating a more professional and accountable APS. This resulted in individual agencies pursuing different approaches to productivity and efficiency while being accountable to the public and the government within a tight regulatory framework. These changes created competing priorities, affected the nature of the work through intensification, and fueled workplace tensions, thus affecting progress toward the goals of NPM.Practical implications -The findings of this study will be useful in alerting organizational leaders of possible unintended negative consequences of poorly implemented change programs.Originality/value -This current study provides evidence that the negative behaviors which arise from the implementation of efficiency focussed change can be damaging to individuals, the nature of work, and therefore organizations and the outcomes sought. Many change management activities in the public sector can lead to negative behaviors if implemented in a way lacking in respect for staff.

Job Insecurity as a Predictor of Conflict in Botswana Construction Industry

“…The findings of this study indicate that employees from Chinese-owned companies are of the view that due to lack of job security, employees tend to tolerate a lot from the employers, for fear of being dismissed from work, and this is supported by other studies in a similar context (Fajana, 2008;Giese & Thiel, 2015;Iyanda, 1999;Omari & Paull, 2015). In the present study, it is evident that there is a positive relationship between employment status and job insecurity and this is consistent with Wang et al (2016).…”

Respect, bullying, and public sector work outcomes in Vietnam

“…However, little is known about how respect is associated with negative workplace behaviours in a collectivist culture. Most of the researches on respect are being examined in the Western society (see Omari and Paull 2015) that found that a lack of respect tends to be the cause of negative workplace experience in the public sector. Given the importance of a respectful workplace culture (Omari and Paull 2015), the second contribution in our study is to examine how respect diminishes the occurrences of negative workplace behaviours in order to enhance positive employee work outcomes.…”

“…Most of the researches on respect are being examined in the Western society (see Omari and Paull 2015) that found that a lack of respect tends to be the cause of negative workplace experience in the public sector. Given the importance of a respectful workplace culture (Omari and Paull 2015), the second contribution in our study is to examine how respect diminishes the occurrences of negative workplace behaviours in order to enhance positive employee work outcomes. Negative workplace behaviours are associated with leaders not listening to the voices of their subordinates, or not recognizing the employees' needs (Cowell, Downe, and Morgan 2014).…”

Public service motivation and public sector employment preference: Comparing Italian and British students

“…Studies on the impact of NPM reforms have long highlighted the importance of devoting special attention to human resources policies, both to mitigate their unintended effects of reforms and to support the reform processes themselves (Michie and West, 2004). Recent studies dedicated to the processes of change in the public sector (Kellis & Ran, 2015), have observed how the NPM reforms are destined to remain incomplete if not able to actively involve workers in them by responding to their needs (Omari and Paull, 2015), their ethical standards and their public service motivation (Vandenabeele et al, 2006).…”

“…For people already employed in the public sector, the NPM reforms have led to a substantial change in their organizational roles determining an increasingly competitive (internal and external) relationship context (Hood 1995). This led to consequences with regards to work intensification (Omari and Paull, 2015) leading to increases in job-related stress (Noblet, Rodwell, and McWilliams;. Furthermore perceived job insecurity (Pink 2011) rose, followed by a reduction of the individual engagement (Brunetto, 2014), intrinsic motivation (Perry and Hondeghem 2008) and job satisfaction in the workplace (Brunetto, 2005).…”