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dc.contributor.authorTeo, S.
dc.contributor.authorPick, David
dc.contributor.authorXerri, M.
dc.contributor.authorNewton, C.
dc.date.accessioned2017-01-30T13:35:02Z
dc.date.available2017-01-30T13:35:02Z
dc.date.created2015-10-07T04:04:46Z
dc.date.issued2015
dc.identifier.citationTeo, S. and Pick, D. and Xerri, M. and Newton, C. 2015. Person–Organization Fit and Public Service Motivation in the Context of Change. Public Management Review. 18 (5): pp. 740-762.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/33106
dc.identifier.doi10.1080/14719037.2015.1045016
dc.description.abstract

This study examines public sector change, motivation and person–organization (P–O) fit in a stress context. The results provide empirical evidence that change initiatives produce change-induced stressors. However, change processes, including participation in change decision-making and the provision of change information, increase public service motivation, reduce change-induced stressors and ultimately improve P–O fit and job satisfaction. The results also depict that, in the context of change, public service motivation positively influences job satisfaction, with this relationship partially mediated by P–O fit. Implications for New Public Management and the importance of change processes for reducing workplace stress are discussed.

dc.publisherRoutledge
dc.titlePerson–Organization Fit and Public Service Motivation in the Context of Change
dc.typeJournal Article
dcterms.source.volume15
dcterms.source.startPage1
dcterms.source.endPage23
dcterms.source.issn1471-9037
dcterms.source.titlePublic Management Review
curtin.departmentSchool of Management
curtin.accessStatusFulltext not available


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