Communicating the dissatisfaction in workplace among public sector employees : loyalty and neglect as an alternative model of responses

• Autorzy: Akhmad Bachruddin Ali , Suryadi Budi , Rajiani Ismi

Identyfikatory

DOI

10.17512/pjms.2020.21.1.01

Warianty tytułu

PL

Niezadawalająca komunikacja w miejscu pracy wśród pracowników sektora publicznego : lojalność i zaniedbania jako alternatywny model odpowiedzi

• Języki publikacji: EN

Abstrakty

EN

The need for reformation in public sector management appears from the community's pressure demanding the public sector to produce quality products by applying the concept of business management to public services. However, this new discourse that attracts the attention of human resource management specialist globally faces obstacles from dissatisfied employees who are comfortable with old practices. This paper proposes the model of Exit, Voice, Loyalty, and Neglect (EVLN) as a manifestation of employees communicative responses in reacting to dissatisfaction within the Indonesian public sector setting. Path analysis is used to fit the data provided by 150 public university lecturers. The results reveal two dominant clusters: first, those who will stay in the organization but demonstrate withdrawal behaviorssuch as pretending to be sick, showing up late, putting little effort intotheir work, and frequently not to attend official meetings (neglect) and the second, those who will remain confident, assume that in the end, everything will be all right andpatiently wait and expect for betterment (loyalty). This brings the implication that in most cases, the most significant constraint to a new model is a non-technical, in the management category, such as internal employee resistance. To overcome the obstacle, public sectors require effective, knowledgeable leaders who can help spur bureaucratic action, and implement strategies that promote sustainable change.

PL

Konieczność reformy zarządzania sektorem publicznym wynika z presji społeczności, która wymaga od sektora publicznego produkcji wysokiej jakości produktów poprzez zastosowanie koncepcji zarządzania przedsiębiorstwem do usług publicznych. Jednak ten nowy dyskurs, który przyciąga uwagę specjalisty ds. Zarządzania zasobami ludzkimi na całym świecie, napotyka przeszkody ze strony niezadowolonych pracowników, którzy nie są zadowoleni ze starych praktyk. W tym artykule zaproponowano model wyjścia, głosu, lojalności i zaniedbania (EVLN) jako przejaw komunikatywnych reakcji pracowników w reakcji na niezadowolenie w indonezyjskim sektorze publicznym. Analiza ścieżki służy do dopasowania danych dostarczonych przez 150 wykładowców uniwersytetów publicznych. Wyniki ujawniają dwa dominujące klastry: po pierwsze, tych, którzy pozostaną w organizacji, ale wykażą zachowania związane z odstawieniem, takie jak udawanie, że są chorzy, spóźnianie się, wkładanie niewielkiej pracy w pracę i często nie uczestniczenie w oficjalnych spotkaniach (zaniedbywanie), a po drugie, ci, którzy pozostaną pewni siebie, zakładają, że ostatecznie wszystko będzie dobrze i cierpliwie czekają i oczekują poprawy (lojalności). Daje to implikację, że w większości przypadków najbardziej znaczącym ograniczeniem dla nowego modelu jest nietechniczne, w kategorii zarządzania, takie jak wewnętrzny opór pracowników. Aby pokonać przeszkodę, sektory publiczne wymagają skutecznych, kompetentnych liderów, którzy mogą pomóc w stymulowaniu biurokratycznych działań i wdrażaniu strategii promujących trwałe zmiany.

Słowa kluczowe

EN

loyalty; neglect; employee responses; dissatisfaction; public sector management

PL

lojalność; zaniedbanie; reakcje pracowników; niezadowolenie; zarządzanie sektorem publicznym

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2020
• Tom: Vol. 21, No. 1
• Strony: 9--21
• Opis fizyczny: Bibliogr. 50 poz., rys., tab.

Twórcy

autor

Akhmad Bachruddin Ali

• Lambung Mangkurat University Banjarmasin, Indonesia

autor

Suryadi Budi

• Lambung Mangkurat University Banjarmasin, Indonesia

autor

Rajiani Ismi

• Lambung Mangkurat University Banjarmasin, Indonesia

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Uwagi

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2020).