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Improving employee outcomes in the public sector

Rodwell, John, Noblet, Andrew and Allisey, Amanda 2011, Improving employee outcomes in the public sector, Personnel review, vol. 40, no. 3, pp. 383-397, doi: 10.1108/00483481111118676.

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Title Improving employee outcomes in the public sector
Author(s) Rodwell, John
Noblet, AndrewORCID iD for Noblet, Andrew
Allisey, AmandaORCID iD for Allisey, Amanda
Journal name Personnel review
Volume number 40
Issue number 3
Start page 383
End page 397
Total pages 15
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2011
ISSN 0048-3486
Keyword(s) Australia
demand model
psychological contratcs
public administration
Summary Purpose – The purpose of this paper is to examine the efficacy of the demand-control-support model, augmented with employee perceptions of organisational justice and degree of met expectations.

Design/methodology/approach – Data were collected from 128 public sector employees working in a large state police force operating under many of the elements of new public management. Hierarchical multiple regression analyses were conducted using four indicators of occupational strain: employee wellbeing, job satisfaction, organisational commitment and intent to quit.

Findings –
The results of this study suggest that the demand-control-support model has great utility in identifying those aspects of the work environment associated with employee strain. Job control and social support at work in particular were the most consistent predictors. In contrast, the expectation and justice variables failed to make significant contributions to the model in all but one analysis providing no support for the “injustice as stressor” perspective.

Research limitations/implications –
Although a cross-sectional design was utilized, these results highlight the value of applying the parsimonious demand-control-support model to a wider set of outcomes, especially in a public sector environment.

Practical implications –
The results emphasize the importance of the relatively neglected “softer” work characteristics support and control. In order to combat the ill-effects of organisational reforms and prompt a shift towards the public value approach, managers operating under elements of new public management should ensure that adequate social support at work is available and that employee control is commensurate with their demands.

Originality/value –
This study examined an augmented demand-control-support model and identified that whilst perceptions of justice can influence employee attitudes and wellbeing, the demand, control, and support variables remain the most influential factors with regard to public sector employee attitudes and wellbeing.
Notes Reproduced with the kind permission of the copyright owner.
Language eng
DOI 10.1108/00483481111118676
Field of Research 150311 Organisational Behaviour
Socio Economic Objective 910402 Management
HERDC Research category C1 Refereed article in a scholarly journal
HERDC collection year 2011
Copyright notice ©2011, Emerald Group Publishing
Free to Read? Yes
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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