Abating the consequences of managerialism on the forgotten employees : the issues of support, control, coping and pay

Noblet, Andrew J., McWilliams, John H. and Rodwell, John J. 2006, Abating the consequences of managerialism on the forgotten employees : the issues of support, control, coping and pay, International journal of public administration, vol. 29, no. 10-11, pp. 911-930.

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Title Abating the consequences of managerialism on the forgotten employees : the issues of support, control, coping and pay
Author(s) Noblet, Andrew J.
McWilliams, John H.
Rodwell, John J.
Journal name International journal of public administration
Volume number 29
Issue number 10-11
Start page 911
End page 930
Publisher Taylor & Francis, Inc
Place of publication Abingdon, England
Publication date 2006-11
ISSN 0190-0692
1532-4265
Keyword(s) coping
employee well-being
job satisfaction
job strain
managerialism
occupational stress
organizational commitment
social support
Summary With the widespread and continuing adoption of managerialism in the public sector, ignoring the impact of change on employees could prevent managerialism from achieving its goals. Subsequently, this study investigates the efficacy of an augmented demand-control-support (D-C-S) model in predicting three of the key employee outcomes in the context of organizational change—psychological health, job satisfaction, and organizational commitment. Analyses of a survey of 207 employees in the Australian public sector, a sector that has undergone, and continues to undergo, substantial change toward managerialism, found that the augmented D-C-S model explained a significant proportion of the employee outcomes in the public sector context. The most important variables were work-based social support and job control. Coping style and perceptions of work conditions, such as pay, were also significant. The augmented D-C-S model provides a useful, proven tool for managers operating within the contemporary public sector.
Language eng
Field of Research 150305 Human Resources Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2006, Taylor & Francis Group, LLC
Persistent URL http://hdl.handle.net/10536/DRO/DU:30003593

Document type: Journal Article
Collection: Deakin Graduate School of Business
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