Empowering Leadership, Social Support, and Job Crafting in Public Organizations: A Multilevel Study

IF 3.1 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR Public Personnel Management Pub Date : 2020-09-01 DOI:10.1177/0091026019873681
Mieke Audenaert, B. George, R. Bauwens, A. Decuypere, Anne-Marie K Descamps, Jolien Muylaert, R. Ma, Adelien Decramer
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引用次数: 27

Abstract

The public sector requires job crafting from employees so that they can better cope with overdemanding jobs due to layer upon layer of public management reforms. Simultaneously, however, red tape and austerity constrain job autonomy. This study therefore tests how job crafting can be fostered in public organizations by studying social resources at work and, specifically, empowering leadership and social support. Multilevel analyses based on survey data from 1,059 nurses in 67 public elderly care organizations in Flanders, Belgium, show that empowering leadership and social support contribute to job crafting and, simultaneously, strengthen each other’s contribution. Additional analyses showed that empowering leadership, social support, as well as their interaction have differential relations vis-à-vis the different dimensions of job crafting. The implications for public management are discussed.
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公共组织中的授权领导、社会支持和工作塑造:一项多层次研究
公共部门为了更好地应对因层层公共管理改革而过度繁重的工作,需要员工们创造工作。然而,与此同时,繁文缛节和财政紧缩限制了工作自主权。因此,本研究通过研究工作中的社会资源,特别是授权领导和社会支持,来测试如何在公共组织中培养工作塑造。基于对比利时法兰德斯67家公共老年护理机构的1059名护士的调查数据进行的多层次分析表明,授权领导和社会支持有助于制定工作,同时加强彼此的贡献。进一步的分析表明,授权领导,社会支持,以及他们的相互作用有不同的关系-à-vis工作制作的不同维度。讨论了对公共管理的影响。
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来源期刊
CiteScore
6.00
自引率
3.30%
发文量
19
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