Public sector work intensification and negative behaviors

Maryam Omari · Megan Paull

33 citations0/0 files storedJournal of Organizational Change Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Public Policy and Administration Research Management and Organizational Studies Organizational Change and Leadership

Abstract

Purpose – The purpose of this paper is to explore issues associated with sector specific change in the Australian Public Service (APS). Evidence is presented on the impact of New Public Management (NPM) on work intensification and subsequent negative behaviors by giving voice to APS employees who were subject to the NPM changes. \n \nDesign/methodology/approach – Data were collected from APS employees, human resource managers and policy makers across 11 agencies on the nature of the changes, context of work, and workplace interactions. The study adopted a triangulated mixed method interpretivist approach using a survey instrument, stories, focus groups, and interviews. \n \nFindings – The NPM changes were aimed at creating a more professional and accountable APS. This resulted in individual agencies pursuing different approaches to productivity and efficiency while being accountable to the public and the government within a tight regulatory framework. These changes created competing priorities, affected the nature of the work through intensification, and fueled workplace tensions, thus affecting progress toward the goals of NPM. \nPractical implications – The findings of this study will be useful in alerting organizational leaders of possible unintended negative consequences of poorly implemented change programs. \n \nOriginality/value – This current study provides evidence that the negative behaviors which arise from the implementation of efficiency focussed change can be damaging to individuals, the nature of work, and therefore organizations and the outcomes sought. Many change management activities in the public sector can lead to negative behaviors if implemented in a way lacking in respect for staff.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 33 citations exist upstream.

References

2007Designing and Conducting Mixed Methods Research 2002Grounded Theory 1995The “new public management” in the 1980s: Variations on a theme 2003Grounded Theory in Management Research 1999Diagnosing and changing organizational culture 2009Doing more with less? Flexible working practices and the intensification of work 2024Grounded Theory: A Practical Guide 2009NEW PUBLIC MANAGEMENT IN PUBLIC SECTOR ORGANIZATIONS: THE DARK SIDES OF MANAGERIALISTIC ‘ENLIGHTENMENT’

Cited by

2020High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate 2021Working Still Harder 2018Respect, bullying, and public sector work outcomes in Vietnam 2019Antecedents of intensified job demands: evidence from Austria 2019Public service motivation and public sector employment preference: Comparing Italian and British students 2023Do public service motivation and organizational processes influence job satisfaction and organizational commitment? A comparative study in public and private organizations

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.