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• W3147103785 abstract "srudy identifies the envirorunental and personal charact~istics that predict employee outcomes within an Australian public sector organization that had, under New Public Management (NPM), implemented a variety of practices traditionally found in the private sector. These are more results­ oriented, and their adoption can be accompanied by increased strain for employees. The current investigation was guided by two complementary theories, the Demand Control Support (DeS) modd and Conservation of Resources (COR) theory, and sought to examine the benefits of building on the DCS to include both situation-specific stressors and internal coping resources. Survey responses from 1,155 employees were analysed. The hierarchical regression analyses indicated that both extemal and employee-centted variables made significant contributions to variations in psychological health, job satisfaction, and organizational commitment. The external resources, work based support and, to a lesser extent, job control, predicted relatively large proportions of the variance in the target variables. The situation-specific stressors, particularly those involving hannful management practices (e.g., insufficient time to do job as well as you would like, lack of recognition for good work), made significant contributions to the outcome measures and generally suppo.rted the process of augmenting the generic components of the DCS with more situation-specific variables. In terms of internal reSOllrces, problem and emotion-based coping improved the capacity of the model to predict psychological health. The results suggest that the impact ofNPM can be ameliorated by incolporaring . the dimensions of the augmented DeS and coping resources into the change programme." @default.
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• W3147103785 date "2006-01-01" @default.
• W3147103785 modified "2023-09-26" @default.
• W3147103785 title "Organizational change in the public sector: AUgIllenting the demand control model to predict employee outc(unes under New Public Managem.ent" @default.
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