Adaptation to externally driven change: the impact of political change on job satisfaction in the public sector

Abstract

This article uses a quasi-natural experiment to investigate the adaptation of job satisfaction to exogenously driven political change in the public sector. This is important because democratic government bureaucracies often experience changes in leadership after elections. Our analyses are based on data drawn from a large longitudinal dataset, the British Household Panel Survey. We find that the impact of political elections is largely weak and temporary, and is only present for men. For women the internal processes of the organization tend to be more important. These findings suggest that changes in political leadership may not be associated with fundamental changes in policy.

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