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dc.contributor.authorBrunetto, Yvonneen_US
dc.contributor.authorFarr-Wharton, Roden_US
dc.contributor.editorJoyce Liddleen_US
dc.date.accessioned2017-05-03T12:42:06Z
dc.date.available2017-05-03T12:42:06Z
dc.date.issued2002en_US
dc.date.modified2009-11-04T06:20:28Z
dc.identifier.issn09513558en_US
dc.identifier.doi10.1108/09513550210448571en_AU
dc.identifier.urihttp://hdl.handle.net/10072/7099
dc.description.abstractThis study first reports findings about what factors affect the job satisfaction of one group of public sector employees and second, uses social identity theory to explain the results. The results indicated that working with fellow employees enhances job satisfaction. In contrast, dealing with the clientele (possibly without appropriate training) and organisational management polices compromise the job satisfaction of early career Australian police officers. These findings challenge existing managerialist beliefs that suggest that significant attempts to reform organisational processes within the public sector organisations of a number of Western democracies have improved the effectiveness of employees. These reforms have changed the organisational context within which policing takes place and consequently, the work practices of police officers have changed. Some of these changes have reduced the satisfaction of employees. The implications of the findings are that when employees are dissatisfied with a number of the working conditions, it is likely that their workplace effectiveness may be jeopardised and in turn, the efficiency and effectiveness of scarce public resources may also be compromised.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmeralden_US
dc.publisher.placeUnited Kingdomen_US
dc.publisher.urihttp://www.emeraldinsight.com/0951-3558.htmen_AU
dc.relation.ispartofpagefrom534en_US
dc.relation.ispartofpageto551en_US
dc.relation.ispartofissue7en_US
dc.relation.ispartofjournalThe International Journal of Public Sector Managementen_US
dc.relation.ispartofvolume15en_US
dc.subject.fieldofresearchcode350299en_US
dc.titleUsing social identity theory to explain the job satisfaction of public sector employeesen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resourcesen_US
gro.date.issued2002
gro.hasfulltextNo Full Text


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