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

journal contribution
posted on 2009-07-01, 00:00 authored by Andrew NobletAndrew Noblet, John Rodwell
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.

History

Journal

Journal of public administration research and theory

Volume

19

Issue

3

Pagination

555 - 578

Publisher

Oxford University Press

Location

Lawrence, Kan.

ISSN

1053-1858

eISSN

1477-9803

Language

eng

Publication classification

C1 Refereed article in a scholarly journal

Copyright notice

2008, The Author

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