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Organisational Climate, Role Stress, and Public Employees’ Job Satisfaction

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  • Vicente Pecino

    (Head Manager of HRM Office & IPTORA Research Team, University of Almería, 04120 Almería, Spain
    Department of Psychology & IPTORA Research Team, University of Almería, 04120 Almería, Spain)

  • Miguel A. Mañas

    (Department of Psychology & IPTORA Research Team, University of Almería, 04120 Almería, Spain)

  • Pedro A. Díaz-Fúnez

    (Department of Psychology & IPTORA Research Team, University of Almería, 04120 Almería, Spain)

  • José M. Aguilar-Parra

    (Department of Psychology, University of Almería, 04120 Almería, Spain)

  • David Padilla-Góngora

    (Department of Psychology, University of Almería, 04120 Almería, Spain)

  • Remedios López-Liria

    (Department of Nursing Science, Physiotherapy and Medicine, Hum-498 Research Team, Health Research Centre, University of Almería, 04120 Almería, Spain)

Abstract

The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (−0.594), job satisfaction (0.746), and burnout (−0.408), while role stress is correlated with burnout (0.953) and job satisfaction (−0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (−0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being.

Suggested Citation

  • Vicente Pecino & Miguel A. Mañas & Pedro A. Díaz-Fúnez & José M. Aguilar-Parra & David Padilla-Góngora & Remedios López-Liria, 2019. "Organisational Climate, Role Stress, and Public Employees’ Job Satisfaction," IJERPH, MDPI, vol. 16(10), pages 1-12, May.
    • Handle: RePEc:gam:jijerp:v:16:y:2019:i:10:p:1792-:d:232874
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    References listed on IDEAS

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    1. Walter Kickert, 2012. "State Responses to the Fiscal Crisis in Britain, Germany and the Netherlands," Public Management Review, Taylor & Francis Journals, vol. 14(3), pages 299-309, March.
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    Cited by:

    1. Christina G. L. Nerstad & Sut I Wong & Astrid M. Richardsen, 2019. "Can Engagement Go Awry and Lead to Burnout? The Moderating Role of the Perceived Motivational Climate," IJERPH, MDPI, vol. 16(11), pages 1-21, June.
    2. Mingxiao Lu & Abdullah Al Mamun & Xuelin Chen & Qing Yang & Mohammad Masukujjaman, 2023. "Quiet quitting during COVID-19: the role of psychological empowerment," Palgrave Communications, Palgrave Macmillan, vol. 10(1), pages 1-16, December.
    3. Ana Martínez-Díaz & Miguel A. Mañas-Rodríguez & Pedro A. Díaz-Fúnez & José M. Aguilar-Parra, 2021. "Leading the Challenge: Leader Support Modifies the Effect of Role Ambiguity on Engagement and Extra-Role Behaviors in Public Employees," IJERPH, MDPI, vol. 18(16), pages 1-14, August.

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