000			01903naa a2200193uu 4500
001			9092216040613
003			OSt
005			20190211165454.0
008			090922s2009 xx ||||gr |0|| 0 eng d
100	1		_aNOBLET, Andrew J _937726
245	1	0	_aIntegrating Job Stress and Social Exchange Theories to Predict Employee Strain in Reformed Public Sector Contexts
260			_bOxford Journals, _cjuly 2009
520	3		_aThis research examines the organizational characteristics that contribute to employee wellbeing in public sector agencies that have undergone substantial organizational change. Two studies were undertaken, the first involving 2,466 police officers working in a state-based law enforcement agency, whereas the second comprised 1,010 occupationally diverse employees working in a State Government authority. The research was guided by a theoretical framework that begins with a model underpinning many large-scale job stress investigations—the job strain model (JSM)—and is expanded to incorporate widely used social exchange variables (i.e., psychological contract breach and organizational fairness). The results of hierarchical regression analyses from both studies confirm the value of the JSM. There was also strong support for extending the JSM to include the breach and fairness variables; however, proposed interactions between job demands and organizational fairness failed to add to the explanatory value of the model. The implications of these results particularly for public sector organizations that have undergone extensive reforms consistent with New Public Management are discussed
700	1		_aRODWELL, John J _937727
773	0	8	_tJournal of Public Administration Research and Theory - JPART _g19, 3, p. 555-578 _dOxford Journals, july 2009 _xISSN 10531858 _w
942			_cS
998			_a20090922 _b1604^b _cmayze
998			_a20120517 _b1409^b _cGeisneer
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c30093 _d30093
041			_aeng