hh.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Public sector managers: the decision to leave or remain in a job
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).ORCID iD: 0000-0001-8823-4423
Institute of Stress Medicine, Region Västra Götaland, Sweden & Department of Sociology and Work Science, University of Gothenburg, Göteborg, Sweden.
2019 (English)In: Human Resource Development International, ISSN 1367-8868, E-ISSN 1469-8374, Vol. 22, no 2, p. 158-176Article in journal (Refereed) Published
Abstract [en]

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. © 2019 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.

Place, publisher, year, edition, pages
Abingdon: Routledge, 2019. Vol. 22, no 2, p. 158-176
Keywords [en]
Manager, mobility, public sector, turnover, working conditions
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hh:diva-41473DOI: 10.1080/13678868.2018.1563749ISI: 000470068000004Scopus ID: 2-s2.0-85059911503OAI: oai:DiVA.org:hh-41473DiVA, id: diva2:1390171
Funder
AFA Insurance, Dnr 100100Available from: 2020-01-31 Created: 2020-01-31 Last updated: 2020-03-24Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Cregård, Anna

Search in DiVA

By author/editor
Cregård, Anna
By organisation
Centre for Innovation, Entrepreneurship and Learning Research (CIEL)
In the same journal
Human Resource Development International
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 12 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf