Integrating job stress and social exchange theories to predict employee strain in reformed public sector contexts

Noblet, Andrew J. and Rodwell, John J. 2009, Integrating job stress and social exchange theories to predict employee strain in reformed public sector contexts, Journal of public administration research and theory, vol. 19, no. 3, pp. 555-578.

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Title Integrating job stress and social exchange theories to predict employee strain in reformed public sector contexts
Author(s) Noblet, Andrew J.
Rodwell, John J.
Journal name Journal of public administration research and theory
Volume number 19
Issue number 3
Start page 555
End page 578
Total pages 24
Publisher Oxford University Press
Place of publication Lawrence, Kan.
Publication date 2009-07
ISSN 1053-1858
1477-9803
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 state-based 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 150311 Organisational Behaviour
HERDC Research category C1 Refereed article in a scholarly journal
HERDC collection year 2009
Copyright notice ©2008, The Author
Persistent URL http://hdl.handle.net/10536/DRO/DU:30017768

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