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Stress perception in public organizations: expanding job demands-job resources model by including Public Service Motivation

Number of pages27
Publication date2011
Abstract

Although stress has been a longstanding issue in organizations and management studies, it has never been studied in relation to Public Service Motivation. This article therefore aims to integrate PSM into the job demands-job resources model of stress in order to determine whether PSM might contribute to stress in public organizations. Drawing upon original data from a questionnaire in a Swiss municipality, this study unsurprisingly shows that "red tape" is an antecedent of stress perception, whereas satisfaction with organizational support, positive feedback, and recognition significantly decrease the level of perceived stress. Astonishingly, the empirical results show that PSM is positively and significantly related to stress perception. By increasing individuals' expectations towards their jobs, PSM might thus contribute to increased pressure on public agents. Ultimately, this article investigates the "dark side" of PSM, which has been neglected by the literature thus far.

Keywords
  • PSM
  • Stress perception
  • Job resources
  • Job demands
  • Public organizations
NoteSoumis dans : Review of Public Personnel Administration
Citation (ISO format)
GIAUQUE, David, ANDERFUHREN-BIGET, Simon, VARONE, Frédéric. Stress perception in public organizations: expanding job demands-job resources model by including Public Service Motivation. 2011, p. 27.
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accessLevelRestricted
Identifiers
  • PID : unige:18300
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