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In recent years, public management research has made great strides in explaining the drivers of employee turnover in the public sector, with key findings related to the role of employee loyalty, organizational satisfaction, person-organization fit, and compensation. This article contributes to this growing body of literature by assessing the influence of a previously untested driver of employee turnover at the state level of government: public—private wage equity. Contrary to conventional wisdom, results suggest that public—private wage equity does not significantly influence voluntary separation rates, whereas state government unionization and the average age of state government employees are found to be indirectly related to voluntary separation. Results also point to the potential implications of ethnicity, gender, and public service motivation in state government employee turnover and provide key insights for those seeking to further understand the impact of reduced expenditures on public sector wages and shifting age distributions in public sector employment.

A considerable body of research substantiating the importance of workforce diversity to public organizations has accrued over the past two decades. However, research on workforce diversity has also been narrow in scope and frequently fails to link diversity to important individual and organizational outcomes. Using data (n = 1,109,134 employees from 500 sub-agencies) collected in three waves (2010, 2011, and 2012) of the Federal Employee Viewpoint Survey (FEVS), this study examines whether (1) increased diversity influences organizational goal clarity, (2) diversity and goal clarity, in turn, influence employee job satisfaction, and (3) diversity management policies influence job satisfaction by clarifying organizational goals for workers. FEVS is administered yearly by the U.S. Office of Personnel Management (OPM) and is designed to assess whether and to what extent federal employees believe the characteristics of successful organizations are present in their agency. Results from a multi-level structural equation model (MSEM) suggest diversity is associated with greater goal clarity and that diversity management policies, by clarifying organizational goals, positively affect job satisfaction. Findings also indicate that the type of diversity matters.

AbstractAdministrative burden is widely recognized as a barrier to program enrollment, denying legal entitlements to many potentially eligible individuals. Building on recent research in behavioral public administration, this article examines the effect of voluntary state reductions in administrative burden (administrative easing) on Medicaid enrollment rates using differential implementation of the Affordable Care Act. Using a novel data set that includes state‐level data on simplified enrollment and renewal procedures for Medicaid from 2008 to 2017, the authors examine how change in Medicaid enrollment is conditioned by the adoption of rule‐reduction procedures. Findings show that reductions in the administrative burden required to sign up for Medicaid were associated with increased enrollments. Real‐time eligibility and reductions in enrollment burden were particularly impactful at increasing enrollment for both children and adults separate from increases in Medicaid income eligibility thresholds. The results suggest that efforts to ease the cognitive burden of enrolling in entitlement programs can improve take‐up.

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.

Drawing on perspectives from several academic traditions, we argue that sustainability is best understood as intergenerational social equity. When viewed thusly, it is possible to determine what socially responsible organizations look like in practice. After reviewing historic claims and evidence of sustainability, we turn to modern applications of institutionally based sustainability. We then describe sustainability in the framework of an intergenerational social equity model, claiming that the legacies of social and cultural institutions are evidence of sustainability in action. We conclude with a discussion of what it means for an organization to be socially responsible given our understanding of sustainability.

AbstractIn this article, we examine several situational factors that condition the relationship between public service motivation (PSM) and organizational behaviours. Specifically, we examine how the receipt of gratitude and appreciation is associated with the complex relationships between PSM, work attitudes and turnover intent. We analyse the conditional indirect effects from PSM to turnover intent with a series of structural equation models using data from the 2010 US Merit Systems Protection Board. Our findings indicate that the relationship between PSM and blaming others for diminished performance capacity is moderated by feeling appreciated, which conditions the indirect relationship to turnover intent. In other words, increases in PSM appear to lead individuals to internalize diminished performance capacity and remain with their organization as long as they believe their work is appreciated. These findings provide guidance for structuring feedback to capitalize on the benefits of PSM.

This study proposes and tests a model of affective organizational commitment that seeks to capture aspects of the unique institutional context of public organizations. An analysis of survey data from seven public sector organizations suggests external control increases organizational goal ambiguity and two types of bureaucratic red tape, which, in turn, negatively affects affective commitment. Although personnel red tape has a direct adverse impact on affective commitment, procurement red tape is not found to have a significant effect. Organizational goal ambiguity's influence on affective organizational commitment, however, is mediated through its effect on centralization and role ambiguity. The study concludes with a discussion of the implications of these relationships and possible explanations for instances when findings are not consistent with expectations.

George W. Bush assumed the presidency with the ill-fated political aim of creating a permanent electoral alignment favoring Reagan Republicanism in America by pursuing a "big government conservatism", agenda with human resource management (HRM) strategies lying at its heart. In the process of setting the other HRM-focused contributions to this symposium in broader context, the authors define the logic of big government conservativism as a strategy for electoral realignment, discuss the place of HRM as a tactical means for advancing that agenda, and place Bush's efforts in "political time." In offering an integrative framework for assessing the critical role of the White House, the executive office of the president, and political appointees in redefining the career civil service as a key component of Bush's big conservatism agenda, we portray Bush's failed efforts at constructing a permanent Republican political majority as encountering similar dynamics and meeting a similar fate as other "orthodox innovators" in presidential history. At the same time, his place in political time was not destiny, because he achieved a mixed record of strategic, political, and tactical competence while operating within the constraints of his political time.