The Anatomy of Retention in the U.S. Federal Government: Exit, Voice, or Money?
In: International public management journal, Band 21, Heft 1, S. 33-52
ISSN: 1559-3169
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In: International public management journal, Band 21, Heft 1, S. 33-52
ISSN: 1559-3169
In: Review of public personnel administration, Band 37, Heft 2, S. 202-218
ISSN: 1552-759X
The application of psychometric statistical techniques, such as confirmatory factor analysis and structural equation modeling, has grown significantly in public administration research over the past three decades. Given the growth in the application of these techniques, we take stock of the ability of these statistical approaches to advance public administration theory by examining their use in two areas of research: public service motivation and red tape. We further argue that theoretical and methodological diversity in public administration is desirable, so long as scholars recognize that the application of new and multiple methods in a single study do not inherently lead to better tests of theory. Instead, scholarship should focus on emphasizing that each theoretical and methodological approach adds significant, yet partial, contribution to public administration scholarship.
In: Public administration: an international journal, Band 95, Heft 3, S. 605-622
ISSN: 1467-9299
Interest in public values has grown considerably over the past two decades. Much of this attention reflects a growing awareness that public values hold considerable significance for citizens and public employees. Yet, despite the rapid expansion of research on public values, we still know little about the role of race in shaping and determining public employees' values preferences. To begin remedying this gap, this article examines whether minority and white public managers in large US local governments exhibit the same value preferences when making departmental decisions. Results from a multiple group confirmatory factor analysis indicate that minority and white managers express similar preferences for traditional public administration values; however, minority managers report a stronger preference for both traditional public administration (e.g., efficiency and effectiveness) and social equity‐oriented (e.g., equity, representation) values.
In: International journal of human resource management, Band 31, Heft 10, S. 1313-1332
ISSN: 1466-4399