Managers at the municipal top

Human Resource Development International

Corin

2019

Self Cite

The public sector faces a grave problem as far as managerial retention as the result of the increasing number of retirements and of voluntary resignations. Despite the vital interest in managerial turnover in the public sector, research is scarce. This study, which increases our understanding of why public sector managers leave their positions, takes a qualitative and narrative research approach in examining voluntary turnover. Interviews were conducted with operations managers (in education, social care, and technical activities) at three Swedish municipalities. We identify a multitude of environment push and pull factors with a focus on administrative support, supervisory support and illegitimate tasks. The narratives of managerial turnover reveal the complexity of the decision to leave or remain in a job, containing a mixture of push and pull factors, negative feelings, unmet expectations and extraordinary events. Three possible HRD actions to decrease undesirable managerial turnover are identified: rework organizational structures; remodel job characteristics; and reexamine managerial turnover decisions as a long and complex process. Our hope is that the findings are used for ultimately create healthy organizations.

Section: Introductionmentioning

confidence: 99%

Public sector managers: the decision to leave or remain in a job

Human Resource Development International

Corin

2019

Self Cite

“…The administrative domain, under the managerial logic, focuses on organization, productivity, cost control and evaluations. Its fundamental consideration is efficiency (Andersson and Tengblad, 2009;Cregård and Solli, 2012). The service domain, under the medical logic, focuses on good routines, scientific knowledge and patients (Degeling and Carr, 2004;Degeling et al, 2003).…”

Section: Analysis and Discussionmentioning

confidence: 99%

Perceptions of trust in physician-managers

Leadership in Health Services

Eriksson

2015

Self Cite

“…Despite findings from the research related to managerial turnover in the private sector, those findings might not directly apply to the public sector where work conditions and requirements differ (Wang, Yang, & Wang, 2012). The public sector manager's role is a complex assignment that is often characterised by contradictory objectives (Cregård & Solli, 2012), competing demands and interests, and ethical dilemmas (Maslach, Shaufeli, & Leiter, 2001;Pousette, 2001). At the same time, the public sector manager works under a government budget that is typically threatened by cuts and reforms (Härenstam, 2005;Pousette, 2001).…”

Section: Introductionmentioning

confidence: 98%

“…According to the European Commission (2012), the old-age dependency rate (the population aged 65 or older relative to the population aged 15 to 64) will almost double from 26 per cent in 2010 to 50 per cent in 2050. The development among public sector managers has also been observed in Sweden (Cregård & Solli, 2012) and in the United States (Leland, Carman, and Swartz (2012). It is clear that high rates of retirements and turnover are urgent issues that need to be addressed in many countries.…”

Section: Introductionmentioning

confidence: 99%

“…At the same time, the public sector manager works under a government budget that is typically threatened by cuts and reforms (Härenstam, 2005;Pousette, 2001). Therefore, as Cregård and Solli (2012) conclude, municipal managers should be multi-logical because they work with a wide array of strategies, problems, and actions. Furthermore, they have to appear and behave objectively.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Voluntary Turnover Among Public Sector Managers: A Review

Corin

Skagert

2017

SJPA

Managers are key assets for the public sector in creating effective and healthy organisations. However, there are indications of a high level of voluntary managerial turnover that may decrease organisational efficiency, increase costs, and lead to a less favourable view of the public sector. In this article we review the literature relating to actual voluntary managerial turnover in the public sector in order to describe the current state of knowledge and to discuss the ways forward. Searching in three large databases, we found 12 empirical articles on actual voluntary managerial turnover in the public sector that were published between 1992 and 2014. Research is scarce, particularly regarding lower management levels, and little knowledge is available for human resource professionals in their work of supporting such managers in creating healthy and meaningful managerial roles. We argue that more research is needed to understand the extent to which and why public sector managers leave, and what the actual turnover effects are.