High Involvement Work Practices and Employee Well-Being in the Public Sector

Does Public Values-Focused Transactional Leadership Make a Difference

Dados Bibliográficos

ID17568195
AutoresAhmed Mostafa (0000-0001-5701-1630, University of Leeds), Suhaer Yunus (0000-0003-3325-7016, University of Lincoln), Aneeqa Suhail (0000-0001-9790-9998, Tilburg University, autor correspondente), Amani Moaszzam (0000-0001-6821-9680, University of the Punjab)
Ano2026
Páginas1-20
Data de publicação2026-01-05
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoInternational Journal of Public Administration (JOURNAL)
Identificadores do periódicoISSN: 0190-0692 • E-ISSN: 1532-4265
EditoraTaylor & Francis (PUBLISHER • GB)
DOI10.1080/01900692.2025.2596644
OpenAlexW7118192747
IdiomaEN
Referências citadas98

Addressing calls for research on the HRM-well-being association in the public sector, this study examines whether the relationship between high involvement work practices (HIWP) and both work engagement and emotional exhaustion is contingent on supervisors’ public values-focused transactional leadership (PVTL). Drawing on self-determination theory (SDT), the study proposes that HIWP will improve employees’ sense of well-being when their supervisors practice PVTL. This assertion was tested on a sample drawn from public sector universities in Pakistan. The findings illustrated that PVTL strengthened the positive relationship between HIWP and employees’ work engagement. Nevertheless, when supervisors’ exercised higher PVTL, the negative association between HIWP and perceived emotional exhaustion disappeared

Assertion · Public sector · Transactional analysis · Transactional leadership · Emotional Labor in Professions · Job Satisfaction and Organizational Behavior · Work-Family Balance Challenges