Examining the Management of Job Engagement and Job Decisions' Impact on Local Government Officials' Perception of Prestige

Abstract

This article delves into the multifaceted landscape of local government employees' job decisions (JD) and job engagement (JE) by investigating their tenure intentions. The study employs a novel perspective by examining the influence of prestige, differentiating between internal and external prestige, on local government officials' perceptions. Drawing on data from regression analyses, this research sheds light on the intricate relationship between JD, JE, and the perceived prestige of the local government. The findings of this research demonstrate that local government employees' job engagement and job decisions are indeed influenced by their perceptions of the government's prestige. The data obtained from regression analyses reveal the significance of this relationship. These results have profound implications for the management and leadership of local government agencies. Understanding the pivotal role of prestige in shaping employee behavior can assist in formulating strategies to enhance job engagement, promote job retention, and ultimately contribute to the effective functioning of local government organizations. Furthermore, this study provides a nuanced understanding of the factors driving the commitment and choices of public sector employees, offering valuable insights for policymakers, HR practitioners, and researchers in the field of public administration

Keywords

• human resource management
• job engagement
• local government
• public officials
• prestige perception
• organizational prestige