Cynicism about Change,Work Engagement,and Job Satisfaction of Public Sector Nurses

This paper uses the job demands‐resources theory to examine the consequences of changes on nursing work. Data were collected from 220 public sector nurses in Australia to test the model. We conducted a two‐wave data collection process where independent variables (organisational change, workload, job control, nursing administrative stressors, cynicism about organisational change, and demographic variables) were collected in Time 1. The dependent variables (nursing work engagement and job satisfaction) were collected 6 months later. Changes to nursing work were found to cause high workload and an increase of administrative stressors that leads to an increase in nurses’ change cynicism. Job control was needed to cope with the increase in workload and reduction in cynicism about change. Cynicism about organisational change was found to have a direct negative effect on nurses’ engagement which in turn was found to negatively impact job satisfaction. Our contribution to theory and practice arises from the discovery that the connections between organisational change, work environment variables, and job outcomes of nurses are more complicated than previous research suggests. Theoretical and practical implications will be discussed.     

Unionization and Work Attitudes: How Union Commitment Influences Public Sector Job Satisfaction

This article explores whether union commitment dampens public sector job satisfaction. By examining the connection between union commitment and two workplace attributes that are presumed to be more prevalent in public sector workplaces—perceptions of higher red tape and greater public service motivation—this article develops three hypotheses exploring the direct and indirect relationships between union commitment and public sector job satisfaction. The findings from a series of structural equation models indicate that union commitment directly increases members’ job satisfaction, but it more prominently increases members’ job satisfaction indirectly by reducing perceived red tape and enhancing public service motivation.     

The Link Between Job Satisfaction and Organizational Commitment: Differences Between Public and Private Sector Employees

ABSTRACT

Employees in the public and private sectors experience different working conditions and employment relationships. Therefore, it can be assumed that their attitudes toward their job and organizations, and relationships between them, are different. The existing literature has identified the relationship between organizational commitment and job satisfaction as interesting in this context. The present field study examines the satisfaction–commitment link with respect to differences between private and public sector employees. A sample of 617 Greek employees (257 from the private sector and 360 from the public sector) completed standardized questionnaires. Results confirmed the hypothesized relationship differences: Extrinsic satisfaction and intrinsic satisfaction are more strongly related to affective commitment and normative commitment for public sector employees than for private sector ones. The results are discussed, limitations are considered, and directions for future research are proposed.     

Japan: The Prospects for Public Sector Change

There have been some public sector changes in Japan, especially since 1981. The changes have contributed to the country's outstanding economic development. Recent events, however, question whether these changes have been sufficient and whether the sector is meeting the needs of Japanese society today.
Many of Japan's political, economic and social certainties disappeared in the 1990s including automatic economic growth and the 38 year reign of the conservative Liberal Democratic Party government. These developments and events such as the Kobe earthquake, the HIV blood contamination scandal and the collapse of financial institutions suggest that a more fundamental reform of the public sector is still required.     

The Directions of Constitutional Change: Implications for the Public Sector

Constitutional change is in the air and this applies to the constitutional system, not just the documents that we call the Commonwealth and state constitutions in Australia. The causes of change are multitudinous but two warrant special mention: (a) natural or endemic change in the economy and society at large, and (b) political causes.     

Elements of Successful Change: The Service Tasmania Experience to Public Sector Reform

For Tasmanians accessing Government services has traditionally required visits to various Lead Agency locations, as service delivery was fragmented and bureaucratic. The Tasmanian Government adopted a customer‐focused approach implementing ‘Service Tasmania’ a One‐Stop‐Shop service delivery concept. This paper investigates what led to the success of this public service reform and in particular what change management practices were applied during the change effort. Ten common factors of successful change have been identified in the literature; these are explored determining their relevance throughout this initiative. Data were collected with semi‐structured interviews conducted with 63 staff plus senior management. Data were analysed using a grounded theory approach and open coding was applied during the first pass through the data to reach the initial codes identifying critical terms and generic key issues. Findings confirm that several management interventions were necessary to address resistance and conflict issues and keep the government reform project on track.     

Private Sector Imprinting: An Examination of the Impacts of Private Sector Job Experience on Public Manager's Work Attitudes

What are the attitudes of public managers who have had full‐time private sector work experience? Public managers with private sector work experience report different perspectives when compared to their counterparts who have spent their entire careers in the public sector. Though private sector work experience negatively correlates with job satisfaction, it only does so for the “new switcher,” whose last job was in the private sector. As careers advance, the negative impact seems to wane, leaving a public sector workforce that, in part as a result of their private sector work experience, are relatively more intrinsically motivated and involved in their jobs. We conclude with discussion of implications for human resources management.     

Political Control and Public Sector Savings: Evidence from the States

The right to access (and ultimately spend)public sector savings is determined by the party which can control the politicaloutcome. This implies that anticipatedfuture changes in the state's controllingpolitical party may systematicallyadversely affect current savings. Extendingthe Life Cycle/Permanent Income model, Ishow that a representative legislator willopt to forgo current saving in favor ofspending when his prospects for futurepolitical control diminish. Estimating apanel data model of 39 states from1973–1995, I find that an actual futurechange in the controlling party of astate's lower house significantly reducescurrent saving.     

Continuity and Change: The New South Wales Public Sector Under Labor

This paper analyses recent developments in wage bargaining in the New South Wales public sector under the Labor government. It contrasts the approach taken by the former Coalition government with that of its successor. The discussion is focused on the Memorandum of Understanding between the Labor government and the public sector unions. With the agreement of the unions, the government has reasserted both substantive and procedural control over public sector industrial relations. This has not, however, prevented widespread industrial action in schools, hospitals and public transport and continuing tensions between the principal public service union and the government.     

Public Sector ‘Modernisation’: Examining the Impact of a Change Agenda on Local Government Employees in England

Can public sector reform change service performance for the better? This is a hotly contested debate that carries significant theoretical and practical importance. In England, as in many countries, modernisation was at the heart of local government reform and represented an interpretation of New Public Management into a policy framework. This paper examines the role of the modernisation change agenda in England and what this has subsequently meant for ‘service improvement’. Drawing on both document analyses and qualitative interviews with local government employees, we find that while modernisation sought to establish continuous improvement, unintended consequences of modernisation have led to Staff Reductions, Skill Deficiencies, and Loss of a Competent Middle Core in local government, as well as performance outcomes creating an environment for Commissioning, Service Reduction, and Self‐Policing. Implications for the lasting roles and behaviours of public managers affected by this national change agenda are discussed, and conclusions for theory and practice are drawn.     

Work-Family Balance and Job Satisfaction: The Impact of Family-Friendly Policies on Attitudes of Federal Government Employees

We use the 1991 Survey of Federal Government Employees to test a theoretical framework regarding the relationships between work and family demands, family-friendly policies, satisfaction with work-family balance, and job satisfaction for diverse groups of employees with different personal and family needs. We find that a variety of policies widely presumed to be "family friendly" were used to varying degrees by disparate groups of federal employees. The use of such policies had very diverse effects on both employee satisfaction with work-family balance and job satisfaction, within and across various groups of similarly situated employees. The assumptions underlying the provision of family-friendly policies and implications for the organization are examined.     

The Impact of the Coalition Government on the Public Service: Was Change Inevitable?

Prime Minister John Howard has indicated that he wants to break down the welfare state as we know it and create a society that thrives on innovation and free enterprise. To do this will require a change in culture and attitudes in both the government and the community. The Coalition government argues that the state must withdraw its presence so market forces can be freed up to generate wealth, leading to greater prosperity for all Australians. This article poses the questions: was change in the public service inevitable under the Coalition government? and have the Coalition thought through the consequences of the changes proposed? The evidence to date suggests a negative answer to both.     

Examining the Effects of Social Media Use on Job Satisfaction in the Australian Public Service: Testing Self-Determination Theory

The purpose of this study is to investigate the relationship between social media usage for work purposes and employee job satisfaction in the public sector. Because social media is a relatively recent phenomenon, the ways in which it affects employee attitudes such as job satisfaction are not well-known. Using self-determination theory (SDT) as a framework, this study tests whether perceived competence, relatedness, and autonomy mediate the relationship between social media usage for work purposes and employee job satisfaction. Data were obtained from the Australian Public Service Commission (APSC). Overall, results generated from the structural equation models support SDT, suggesting that employees using social media for work purposes have higher self-determination and higher self-determination increases their job satisfaction. In particular, the effect of competence to job satisfaction is very high. However, while social media usage for work purposes can enhance employees’ need for autonomy and competence, it does not have any statistical effect to employees need for relatedness. In addition, social media does not have any statistical and direct effect to job satisfaction. The results suggest that social media has an indirect effect to job satisfaction. This article discusses the implications of these findings.     

The Penal Voluntary Sector in England and Wales: Adaptation to Unsettlement and Austerity

This article draws on some findings from research which investigated penal voluntary sector adaptation to the mixed market in criminal justice services. The article firstly reprises the main trends for aligning state relationships with the voluntary sector from the 1980s to the present. We then outline some findings about adaptive experiences, situations and practices of the voluntary sector in criminal justice resettlement in the light of considerable upheaval. The research found that service providing voluntary sector organisations (VSOs) either outwardly comply with, or, in a minority of cases, actively embrace, competitive marketised models of service delivery. Secondly, the sector has normalised commercial approaches to organisational efficiency as well as aligned with bureaucratic practices common to the statutory sector. Despite charges that they are effectively co‐opted by both state and market interests, many have reported conflicts between prioritising long‐term financial viability with their founding ‘ethos and values’. We conclude that while many VSOs have successfully adjusted to market and bureaucratic norms, aspects of that repositioning have been at a cost to their traditions of relative autonomy, localism and distinctiveness, to the possible detriment of a vigorous civil society.     

The Use of Contracting in the Public Sector

Around the world and especially in English-speaking countries there has been a wave of contract-based public sector management following on the heels of a wave of corporatisation and privatisation.