Senior public managers' engagement: a person-situation-interactionist perspective
By: Mostafa, Ahmed Mohammed Sayed
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Contributor(s): Andrews, Rhys.
Material type: 
BookPublisher: 2018Description: p.1279-1289.
In:
International Journal of Public AdministrationSummary: This article examines the engagement of senior public managers by developing a person–situation-interactionist perspective. It integrates the literature on social exchange theory and person–organization fit to explore the effects of decision autonomy and shared vision on the engagement of more than 2,000 senior public sector managers in the central government agencies of three continental European countries: France, Germany, and The Netherlands. Then, it examines whether the locus of control of those managers moderates the decision autonomy–engagement and shared vision–engagement relationships. The structural equation modeling results suggest that there are positive relationships between both decision autonomy and shared vision and employee engagement. Further analysis revealed that an internal locus of control strengthened the decision autonomy–engagement relationship, but that it weakened the shared vision–engagement relationship. - Reproduced.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 41(15), Nov, 2018: p.1205-1216. | Available | AR119682 |
This article examines the engagement of senior public managers by developing a person–situation-interactionist perspective. It integrates the literature on social exchange theory and person–organization fit to explore the effects of decision autonomy and shared vision on the engagement of more than 2,000 senior public sector managers in the central government agencies of three continental European countries: France, Germany, and The Netherlands. Then, it examines whether the locus of control of those managers moderates the decision autonomy–engagement and shared vision–engagement relationships. The structural equation modeling results suggest that there are positive relationships between both decision autonomy and shared vision and employee engagement. Further analysis revealed that an internal locus of control strengthened the decision autonomy–engagement relationship, but that it weakened the shared vision–engagement relationship. - Reproduced.
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