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Public sector managers: the decision to leave or remain in a job

Artikel i vetenskaplig tidskrift
Författare A. Cregard
Linda Corin
Publicerad i Human Resource Development International
Volym 22
Nummer/häfte 2
Sidor 158-176
ISSN 1367-8868
Publiceringsår 2019
Publicerad vid Institutionen för sociologi och arbetsvetenskap
Sidor 158-176
Språk en
Länkar dx.doi.org/10.1080/13678868.2018.15...
Ämnesord Manager, mobility, public sector, turnover, working conditions, employee turnover, work, performance, resources, demands, rates, intentions, retention, insights, health
Ämneskategorier Arbetslivsstudier

Sammanfattning

The public sector faces a grave problem as far as managerial retention as the result of the increasing number of retirements and of voluntary resignations. Despite the vital interest in managerial turnover in the public sector, research is scarce. This study, which increases our understanding of why public sector managers leave their positions, takes a qualitative and narrative research approach in examining voluntary turnover. Interviews were conducted with operations managers (in education, social care, and technical activities) at three Swedish municipalities. We identify a multitude of environment push and pull factors with a focus on administrative support, supervisory support and illegitimate tasks. The narratives of managerial turnover reveal the complexity of the decision to leave or remain in a job, containing a mixture of push and pull factors, negative feelings, unmet expectations and extraordinary events. Three possible HRD actions to decrease undesirable managerial turnover are identified: re-work organizational structures; re-model job characteristics; and re-examine managerial turnover decisions as a long and complex process. Our hope is that the findings are used for ultimately create healthy organizations.

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