The Effects of Perceived Frequency of Organizational Change on Role Clarity and Job Satisfaction of Public Sector Employees

Bibliographic Data

ID11215424
AuthorsTerry L Gibson (Louisiana State University, corresponding author)
Year1983
Volume7
Issue1
Pages17-35
Publication date1983-10-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueJournal of Social Service Research (JOURNAL)
Journal identifiersISSN: 0148-8376 • E-ISSN: 1540-7314
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.1300/j079v07n01_02
OpenAlexW2063106282
LanguageEN
Citations received2
References cited23

The purpose of this study was to determine the effects of organizational change upon role clarity and job satisfaction for a sample of 580 public sector employees. This study introduces a previously untested variable, perceived frequency of organizational change into the relationship between role clarity and job satisfaction. Findings provided support for the negative impact of lack of role clarity and job satisfaction. Public sector employees appeared to prefer low frequency of change and high role clarity in their work situations

CLARITY · Job satisfaction · Political science · Public sector · Sample (material · Disaster Management and Resilience · Geriatric Care and Nursing Homes · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology

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