Deakin home > Deakin University Library > Deakin Research Online > Integrating job stress and social exchange theories to predict employee wellbeing

Integrating job stress and social exchange theories to predict employee wellbeing

Noblet, Andrew and Rodwell, John 2007, Integrating job stress and social exchange theories to predict employee wellbeing, in Academy of Management 2007 Annual Meeting proceedings, Academy of Management, [Briarcliff Manor, N.Y.], pp. 1-6.

Attached Files (Some files may be inaccessible until you login with your Deakin Research Online credentials)
Name Description MIMEType Size Downloads

Title Integrating job stress and social exchange theories to predict employee wellbeing
Author(s) Noblet, Andrew
Rodwell, John
Conference name Academy of Management. Annual Meeting (2007: Philadelphia, Pa.)
Conference location Philadelphia, Pa.
Conference dates 3-8 August 2007
Title of proceedings Academy of Management 2007 Annual Meeting proceedings
Editor(s) Le, Jimmy
Suppa, Matt
Zaid, Susan
Publication date 2007
Conference series Academy of Management Meeting
Start page 1
End page 6
Publisher Academy of Management
Place of publication [Briarcliff Manor, N.Y.]
Summary This research examines the organizational characteristics that contribute to employee wellbeing in public sector agencies that have undergone substantial organizational change. Two studies were undertaken, the first involving 2,466 police officers working in a statebased law enforcement agency, whereas the second comprised 1,010 occupationally diverse employees working in a State Government authority. The research was guided by a theoretical framework that begins with a model underpinning many large-scale job stress investigations—the job strain model (JSM)—and is expanded to incorporate widely used social exchange variables (i.e., psychological contract breach and organizational fairness). The results of hierarchical regression analyses from both studies confirm the value of the JSM. There was also strong support for extending the JSM to include the breach and fairness variables; however, proposed interactions between job demands and organizational fairness failed to add to the explanatory value of the model. The implications of these results particularly for public sector organizations that have undergone extensive reforms consistent with New Public Management are discussed.
Language eng
Field of Research 150305 Human Resources Management
HERDC Research category E1 Full written paper - refereed
Copyright notice ©2008, Author
Persistent URL http://hdl.handle.net/10536/DRO/DU:30008060

Document type: Conference Paper
Collection: Deakin Graduate School of Business
Connect to link resolver
 
Unless expressly stated otherwise, the copyright for items in Deakin Research Online is owned by the author, with all rights reserved.

Versions
Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 4 times in TR Web of Science
Access Statistics: 613 Abstract Views, 3 File Downloads  -  Detailed Statistics
Created: Mon, 29 Sep 2008, 09:04:04 EST