Abating the consequences of managerialism on the forgotten employees

the issues of support, control, coping and pay

Andrew J. Noblet, John H. McWilliams, John J. Rodwell

Research output: Contribution to journalArticle

7 Citations (Scopus)


With the widespread and continuing adoption of managerialism in the public sector, ignoring the impact of change on employees could prevent managerialism from achieving its goals. Subsequently, this study investigates the efficacy of an augmented demand-control-support (D-C-S) model in predicting three of the key employee outcomes in the context of organizational change—psychological health, job satisfaction, and organizational commitment. Analyses of a survey of 207 employees in the Australian public sector, a sector that has undergone, and continues to undergo, substantial change toward managerialism, found that the augmented D-C-S model explained a significant proportion of the employee outcomes in the public sector context. The most important variables were work-based social support and job control. Coping style and perceptions of work conditions, such as pay, were also significant. The augmented D-C-S model provides a useful, proven tool for managers operating within the contemporary public sector.
Original languageEnglish
Pages (from-to)911-930
Number of pages20
JournalInternational Journal of Public Administration
Issue number10 & 11
Publication statusPublished - 2006


  • coping
  • employee well-being
  • job satisfaction
  • job strain
  • managerialism
  • occupational stress
  • organizational commitment
  • social support

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