8 research outputs found

    Workplace aggression: Introduction to the special issue and future research directions for scholars

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    Purpose – Public employees are often confronted with aggression from citizens, managers and colleagues. This is sometimes a function of having a monopoly position of many public organizations. As a result, citizens cannot opt for alternative providers when not served well. This could give rise to aggression. Furthermore, increased budget cuts might give rise to higher stress, workload and consequential aggression at times. This paper analyzes articles on workplace aggression, both the three articles of this special issue and more broadly. The purpose of this paper is to provide researchers with methodological and theoretical future research suggestions for new studies on workplace aggression. Design/methodology/approach – Literature review. Findings – By taking new methodological and theoretical routes, scholars can contribute to the analysis and potential solutions concerning workplace aggression in the public sector. First, the authors advise researchers to move beyond cross-sectional surveys. Instead, diary studies, longitudinal studies and experimental methods (such as randomized control trials) should be increasingly used. Furthermore, scholars can focus more on theory development and testing. Future studies are advised to connect workplace aggression to theoretical models (such as the Job Demands-Resources model), to theories (for instance social learning theory) and to public administration concepts (such as public service motivation and trust in citizens). Originality/value – This is one of the few articles within the public management literature which provides new methodological and theoretical directions for future research on workplace aggression

    Workplace aggression: Introduction to the special issue and future research directions for scholars

    No full text
    Purpose – Public employees are often confronted with aggression from citizens, managers and colleagues. This is sometimes a function of having a monopoly position of many public organizations. As a result, citizens cannot opt for alternative providers when not served well. This could give rise to aggression. Furthermore, increased budget cuts might give rise to higher stress, workload and consequential aggression at times. This paper analyzes articles on workplace aggression, both the three articles of this special issue and more broadly. The purpose of this paper is to provide researchers with methodological and theoretical future research suggestions for new studies on workplace aggression. Design/methodology/approach – Literature review. Findings – By taking new methodological and theoretical routes, scholars can contribute to the analysis and potential solutions concerning workplace aggression in the public sector. First, the authors advise researchers to move beyond cross-sectional surveys. Instead, diary studies, longitudinal studies and experimental methods (such as randomized control trials) should be increasingly used. Furthermore, scholars can focus more on theory development and testing. Future studies are advised to connect workplace aggression to theoretical models (such as the Job Demands-Resources model), to theories (for instance social learning theory) and to public administration concepts (such as public service motivation and trust in citizens). Originality/value – This is one of the few articles within the public management literature which provides new methodological and theoretical directions for future research on workplace aggression

    T.R. – Journal of Organizational Change Management

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    New public management (NPM) refers to an ideology that underpinned public sector reform of the 1980s and 1990s (Dieffenbach, 2009; Hood, 1991; Pollitt & Bouckaert, 2004; 2011). At its core was a problematisation of existing public sector institutional forms and operations for which the solution was establishing organizational arrangements within state bureaucracies that could be subjected to modern management as practiced in the private sector (Brunsson, 2012). Central to this are the ideas of steering, effectiveness, and efficiency, which proponents of NPM argue improve public administration by increasing accountability and productivity. Organizational change arising from NPM tended to be around structure, culture, strategy processes, and strategy content (Ashworth, et al., 2009). Some examples of these changes include the development of internal market-like competition, casualisation of employment, and the contracting-out of services in public hospitals, schools, and public transport

    Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

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    Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.<br /
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