Abstract
With the widespread and continuing adoption of managerialism in the public sector, ignoring the impact of change on employees could prevent managerialism from achieving its goals. Subsequently, this study investigates the efficacy of an augmented demand-control-support (D-C-S) model in predicting three of the key employee outcomes in the context of organizational change—psychological health, job satisfaction, and organizational commitment. Analyses of a survey of 207 employees in the Australian public sector, a sector that has undergone, and continues to undergo, substantial change toward managerialism, found that the augmented D-C-S model explained a significant proportion of the employee outcomes in the public sector context. The most important variables were work-based social support and job control. Coping style and perceptions of work conditions, such as pay, were also significant. The augmented D-C-S model provides a useful, proven tool for managers operating within the contemporary public sector.
Notes
Note: *p < .05; **p < .01.
Note: *p < .05; **p < .01; ***p < .001.
27. House, J.; Wells. J. Occupational Stress, Social Support and Health. in Reducing occupational stress. 1978, Washington, D.C.: U.S. Department of Health, Education, and Welfare. HEW (NIOSH) Publication No. 78–140
44. Havlovic, Stephen J.; Keenan, John P. Coping with Work Stress: The Influence of Individual Differences; In Occupational Stress: A Handbook; Crandall, Rick, Perrewe, Pamela L., Eds.; Taylor and Francis: Philadelphia, 1995; 179–192
70. Selye, Hans. History and the Present Status of the Stress Concept. In Handbook of Stress; Goldberger, Leo, Breznitz, Shlomo, Eds. Free Press: New York, 1982; 7–17