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Predictors of job strain and intention to quit in a reorganised Australian workforce

Noblet, Andrew, Graffam, Joseph and McWilliams, John 2006, Predictors of job strain and intention to quit in a reorganised Australian workforce, in BAM 2006 : building international communities through collaboration, British Academy of Management, [Belfast, Ireland], pp. 1-21.

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Title Predictors of job strain and intention to quit in a reorganised Australian workforce
Author(s) Noblet, Andrew
Graffam, Joseph
McWilliams, John
Conference name British Academy of Management. Conference (2006: Belfast, Ireland)
Conference location Belfast, Ireland
Conference dates 12-14 September 2006
Title of proceedings BAM 2006 : building international communities through collaboration
Editor(s) Thorpe, Richard
Leitch, Claire
McHugh, Marie
Publication date 2006
Conference series British Academy of Management Conference
Start page 1
End page 21
Publisher British Academy of Management
Place of publication [Belfast, Ireland]
Keyword(s) job stress
psychological contract
intention to quit
employee wellbeing
managing organisational change
Summary This study examined the role of working conditions in predicting the psychological health, job satisfaction, organisational commitment and intention to quit of employees working in an industry sector that had undergone large-scale organisational change. The working conditions were assessed using an augmented job strain model- whereby job demand, job control and social support had been augmented by industry-specific stressors - and the psychological contract model. The results of regression analyses indicate that social support was predictive of all of the outcome measures. Job control and the honouring of psychological contracts were both predictive of job satisfaction and commitment, Furthermore, job satisfaction and organisational commitment were found to mediate the relationship between working conditions and intention to quit. Collectively, these findings suggest that strategies aimed at combating the negative effects of organisational change could be enhanced by addressing several variables represented in the models - particularly social support, job control and psychological contracts.
Notes Reproduced with the specific permission of the copyright owner.
Language eng
Field of Research 150305 Human Resources Management
HERDC Research category E1 Full written paper - refereed
ERA Research output type E Conference publication
Persistent URL http://hdl.handle.net/10536/DRO/DU:30005972

Document type: Conference Paper
Collections: Deakin Graduate School of Business
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.