Street-Level Bureaucrats' Work Engagement: Can Public Managers' Servant-Leader Orientation Make a Difference?
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Shim, Dong Chul | - |
dc.contributor.author | Park, Hyun Hee | - |
dc.contributor.author | Keum, Jaeduk | - |
dc.contributor.author | Kim, Sangmook | - |
dc.date.accessioned | 2022-04-13T06:41:57Z | - |
dc.date.available | 2022-04-13T06:41:57Z | - |
dc.date.created | 2022-04-12 | - |
dc.date.issued | 2021 | - |
dc.identifier.issn | 0091-0260 | - |
dc.identifier.uri | https://scholar.korea.ac.kr/handle/2021.sw.korea/140213 | - |
dc.description.abstract | The present study examines the antecedents of street-level bureaucrats' work engagement. In particular, this study investigates whether a work-unit manager's servant-leader orientation may, directly or indirectly, contribute to increasing subordinates' work engagement by shaping employees' resources (i.e., job autonomy, goal specificity, public service motivation [PSM], and organizational trust). Data collected from 416 street-level bureaucrats in Korean local government agencies and the analyzed results show that work-unit managers' servant-leader orientation indirectly influence employees' work engagement by developing employees' positive perceptions and attitudes. | - |
dc.language | English | - |
dc.language.iso | en | - |
dc.publisher | SAGE PUBLICATIONS INC | - |
dc.subject | SERVICE MOTIVATION | - |
dc.subject | JOB DEMANDS | - |
dc.subject | ORGANIZATIONAL TRUST | - |
dc.subject | INTEGRATIVE MODEL | - |
dc.subject | RESOURCES | - |
dc.subject | PERFORMANCE | - |
dc.subject | HINDRANCE | - |
dc.subject | BURNOUT | - |
dc.subject | BASES | - |
dc.title | Street-Level Bureaucrats' Work Engagement: Can Public Managers' Servant-Leader Orientation Make a Difference? | - |
dc.type | Article | - |
dc.contributor.affiliatedAuthor | Shim, Dong Chul | - |
dc.identifier.doi | 10.1177/0091026020941043 | - |
dc.identifier.scopusid | 2-s2.0-85088469466 | - |
dc.identifier.wosid | 000552211800001 | - |
dc.identifier.bibliographicCitation | PUBLIC PERSONNEL MANAGEMENT, v.50, no.3, pp.307 - 326 | - |
dc.relation.isPartOf | PUBLIC PERSONNEL MANAGEMENT | - |
dc.citation.title | PUBLIC PERSONNEL MANAGEMENT | - |
dc.citation.volume | 50 | - |
dc.citation.number | 3 | - |
dc.citation.startPage | 307 | - |
dc.citation.endPage | 326 | - |
dc.type.rims | ART | - |
dc.type.docType | Article; Early Access | - |
dc.description.journalClass | 1 | - |
dc.description.journalRegisteredClass | ssci | - |
dc.description.journalRegisteredClass | scopus | - |
dc.relation.journalResearchArea | Business & Economics | - |
dc.relation.journalResearchArea | Public Administration | - |
dc.relation.journalWebOfScienceCategory | Industrial Relations & Labor | - |
dc.relation.journalWebOfScienceCategory | Public Administration | - |
dc.subject.keywordPlus | SERVICE MOTIVATION | - |
dc.subject.keywordPlus | JOB DEMANDS | - |
dc.subject.keywordPlus | ORGANIZATIONAL TRUST | - |
dc.subject.keywordPlus | INTEGRATIVE MODEL | - |
dc.subject.keywordPlus | RESOURCES | - |
dc.subject.keywordPlus | PERFORMANCE | - |
dc.subject.keywordPlus | HINDRANCE | - |
dc.subject.keywordPlus | BURNOUT | - |
dc.subject.keywordPlus | BASES | - |
dc.subject.keywordAuthor | servant leadership | - |
dc.subject.keywordAuthor | work engagement | - |
dc.subject.keywordAuthor | job demands-resources model | - |
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