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Job satisfaction of public sector middle managers in the process of NPM change

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  • David Pick
  • Stephen T. T. Teo

Abstract

This study examines how middle managers in public sector organizations experienced ‘New Public Management’ (NPM)-related change initiatives. Data from 486 Australian middle managers in state public sector agencies are analysed and the hypothesized model is tested using partial least squares (PLS) structural equations modelling (SEM) on two samples. The cross-validation model analysis brings a new focus on middle managers experience of change via the linkages between the provision of change information, change-induced stressors and the job satisfaction of employees. The ‘need for information’ is an important element in understanding the consequences of change.

Suggested Citation

  • David Pick & Stephen T. T. Teo, 2017. "Job satisfaction of public sector middle managers in the process of NPM change," Public Management Review, Taylor & Francis Journals, vol. 19(5), pages 705-724, May.
    • Handle: RePEc:taf:rpxmxx:v:19:y:2017:i:5:p:705-724
    DOI: 10.1080/14719037.2016.1203012
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    Cited by:

    1. Van Thielen, Tine & Bauwens, Robin & Audenaert, Mieke & Van Waeyenberg, Thomas & Decramer, Adelien, 2018. "How to foster the well-being of police officers: The role of the employee performance management system," Evaluation and Program Planning, Elsevier, vol. 70(C), pages 90-98.
    2. Badri Munir Sukoco & Beta Embriyono Adna & Zainul Musthofa & Reza Ashari Nasution & Dwi Ratmawati, 2022. "Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance," SAGE Open, , vol. 12(1), pages 21582440221, March.

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