New Link between Administrative Reforms and Job Attitude: The Role of Interpersonal Trust in Peers as a Mediator on Organizational Commitment

Yun

International Review of Public Administration

2014

The purpose of this study is to find out the relationship between job stress and job satisfaction, and analyze the effect of social support on this relationship. In particular, this study analyzes the effects of three types of job stress -role overload, role ambiguity and bad physical environment -and two sources of social supportsupervisor and coworker support. Regression analysis was performed using data from a survey of 619 police officers in Korea. The findings from the analysis are as follows. First, role ambiguity and bad physical environment are negatively related to job satisfaction. Second, social support has a direct effect on job satisfaction but has no moderating effect. Third, coworker support is more effective in enhancing job satisfaction than supervisor support.

Section: Introductionmentioning

confidence: 99%

Moderating role of social support in the stressor-satisfaction relationship: evidence from police officers in Korea

Yun

International Review of Public Administration

2014

“…Some previous empirical research (e.g., Shah, 1998) has also used only one item to measure interpersonal trust. Moreover, more recent studies (Wu et al, 2009;Oh and Park, 2011), suggest that workers' interpersonal trust can be measured in terms of trust in supervisors and trust in co-workers. The unidimensionality of the scale was tested using principal components analysis with varimax rotation, which resulted in a single factor with a value in excess of the unit that explained 75.182 percent of the total variance.…”

Section: Interpersonal Organizational Trust We Used Two Indicators Fmentioning

confidence: 99%

Interpersonal trust, stress and satisfaction at work: an empirical study

2014

STRUCTURED ABSTRACTPurpose. Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress as a mediator variable. Findings. Our findings show that interpersonal trust has a positive effect on job satisfaction, and that job stress partially mediates this relationship. Furthermore, interpersonal trust is negatively related to job stress, which in turn is negatively related to job satisfaction.Research limitations/implications. Despite the pertinence and size of the database used in the study, it is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. 2Practical implications. Cultivating a climate of trust may provide organizations with a strategy to improve levels of mental well-being and satisfaction among their employees.Originality/value. This research explains why interpersonal trust has a positive effect on job satisfaction. Our conceptualization of trust implies risk assumption and low risk perception; low perception of risk is presumed to reduce job stress, and in turn, increase job satisfaction. We also put forward reasons for why 'excessive' interpersonal trust has been related to negative effects on job satisfaction. 'Excessive' trust might infer high risk perception, which might increase job stress, and in turn decrease job satisfaction.

“…Survey research of senior and mid-level managers in federal agencies indicate that they tend to react negatively when inherent government functions are carried out by contractors (Government Business Council, 2015). Additional studies of public employees’ reactions to market-oriented reforms confirm their negative responses, spilling over into attitudes toward their job and organization (Kellough & Lingo, 2002; Kellough & Nigro, 2005; Oh & Park, 2011; Yang & Kassekert, 2010). Hence, greater reliance on contracting out comes to disrupt the fit between the values of public employees and those of the organizations they work for (Terry, 2006).…”

Section: Hypothesesmentioning

confidence: 90%

An Overlooked Cost of Contracting Out: Evidence From Employee Turnover Intention in U.S. Federal Agencies

Fernández

Public Personnel Management

2020

Contracting out has long been used in all levels of government in the United States, with federal contract spending increasing 8% to 9% annually since 2015. The literature on contracting out has examined the impact of this practice on the work-related attitudes and motivation of public employees who have transitioned to work for private contractors. However, we understand very little about the effects of contracting out on the overwhelming number of public employees who are not displaced. Given the importance of work-related attitudes and turnover for organizations, this study explores the potential consequences of contracting out for employee turnover intention over a period of several years. The results of panel data analyses suggest that an increase in contracting activity in federal agencies increases the employee turnover intention rate. Contracting out also impacts employee turnover intention indirectly through its influence on job satisfaction.