Multiple Loyalties and Commitments at Work
Studies within a Changing Public Sector
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- Description
- Contents
- About
Recent years have seen varying workplace trends, changes in approaches to work, from both employers and employees, changes in the nature of work and types of employment; and a particular phenomenon that has altered is workplace loyalty and commitment.
This topic is examined by offering insights on the macro (context), meso (organizational) levels and micro level (individuals) factors that drive public employees to engage differently within the public sector. There are unique factors of the public sector that are examined here in detail related to workplace loyalty and commitment. The chapters provide a closer look to the different macro-areas/dimensions, contexts, or institutional factors affecting employee loyalties in the public sector. Specifically, the following lenses will be used: institutional; public policy domain; public professions; and organization type.
The authors conclude with a reflection on the future of employee loyalty at work. This in a context of technological evolutions (AI), gig work, and agile organizational structures. It offers key implications for theory, practice, and policy-making accounting for public employees' multiple loyalties.
Introduction: Why is it Important to Deal with Public Servants’ Loyalties?; Armand Brice Kouadio and David Giauque
- Section 1. Value Congruence and Role Conception under Political and Organizational Pressure
- Chapter 1. Implementation of International Instruments: How do Public Employees Navigate Multiple Loyalties?; Matthieu Niederhauser
- Chapter 2. Work Engagement Among Street-level Bureaucrats: Identifying Factors that Make a Difference; Maeva Sanchez
- Chapter 3. How Public Employees Deal with Organizational Misalignment and Abusive Supervision in the Workplace; Mariana Costa Silveira
- Section 2. Leadership and Organizational Transformation
- Chapter 4. Atmospheric Leadership: A Leadership Approach for New Work?; Emamdeen Fohim and Claus D. Jacobs
- Section 3. Sector- and Profession-Specific Commitment Dynamics
- Chapter 5. Dirty work, Organisational Commitment, and Work Engagement: The Case of Prison Officers; Stéphanie Hannart, Rafaël Weissbrodt, David Giauque, Vanessa Bernel, Sarah Böhlen, Valérie De Luca, and Elsa Quaratiello
- Chapter 6. Understanding Workplace Commitment among Child Protection Workers: Insights and Implications; Owen Boukamel
- Chapter 7. Women in the Military: Deciding to Leave while Still Committed to the Organization; Isabelle Caron
- Section 4. Job Design, Work Characteristics, and Work-Life Balance
- Chapter 8. The Importance of the Design of Government Jobs: Work Design and Organizational Commitment; Jessica E. Sowa
- Chapter 9. Untangling the Yarn of Organizational Commitment and Organizational Identification: A Comprehensive Study Across Private, Public and Semi-public Organizations; Lorenza Micacchi, Adrian Ritz, Adrian Blum, and Adrian Krummenacher
- Chapter 10. Towards a Win-Win Situation? Work-life Balance and Affective Commitment in Dutch Public Sector Organizations; Brenda Vermeeren, Joëlle van der Meer, Samantha Metselaar, and Laura den Dulk
- Section 5. Digitalization and Emerging Technological Risks
- Chapter 11. Does Artificial Intelligence influence Job Insecurity and Disengagement at Work within the Human Resources Function? Empirical Evidences from Swiss Organizations; Guillaume Revillod
- The Loyalties and Engagement of Public Employees Under Scrutiny: Concluding Thoughts; David Giauque and Armand Brice Kouadio
Armand Brice Kouadio is Professor of HR management in the Business Management department of the University of applied science of Western Switzerland (HES-SO). He holds a PHD in Public administration from the University of Lausanne (Switzerland). Armand’s research interests include public employee workplace commitment, personnel management and policies, and strategic HRM.
David Giauque is a Full Professor of Human Resource Management and Public Management at the Swiss Graduate School of Public Administration (IDHEAP), University of Lausanne. He is a political scientist by training and obtained a PhD in public administration (2003) from the IDHEAP (University of Lausanne). His research interests focus on HRM and management issues within public administrations.