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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.

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.

AbstractThe diversity management literature is inconsistent regarding factors that affect job satisfaction of marginalized groups. We examine job satisfaction of LGBTs in the US federal workforce by following the path of the diversity management and job satisfaction research. We empirically test this relationship using the 2014 Federal Employee Viewpoint Survey employing confirmatory factor analysis and structural equal modelling. We find that increased perceptions of a culture of diversity contribute to LGBT employee perception of their skills being effectively utilized as well as employee job satisfaction. We also find that LGBT's perception of their skills directly contributes to job satisfaction. We conclude by offering policy implications for public managers to consider when developing diversity management strategies for marginalized groups. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

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.

While the presence and degree of workplace stress poses a significant problem for organizations in all sectors, scholarship frequently acknowledges that responses to workplace stress vary significantly across individuals. However, public sector human resource management (HRM) research, relative to generic HRM research, invests comparatively less attention toward understanding individual differences in response to perceived stressors. We employ the relational model of stress developed by Matteson and Ivancevich and Lazarus to examine how one dispositional characteristic commonly examined in public sector HRM research, public service motivation (PSM), influences the stress process. Results obtained using data from the 2010 U.S. Merit Principles Survey reveal that individuals with higher than average PSM experience more pronounced negative emotions when they perceive heightened workplace conflict, which subsequently increases their intent to separate from the organization.

This article asks whether and how transformational leadership in the public sector can influence the use of normative public values in organizational decisions. We focus on transformational leadership's influence on three core normative public values (representation, equity, and individual rights). The extent to which public organizations and their employees emphasize normative public values in their decision‐making can signal important messages to external stakeholders about respect for and responsiveness to all citizens, valuing citizens from different walks of life equally, and respect for constitutionally guaranteed rights. We propose a model in which transformational leadership has a direct influence (infusing) and an indirect influence (convincing others) on employee use of public values in organizational decision‐making. Empirical tests provide support for the proposed model, with the indirect influence (convincing others) providing a stronger impetus. The article concludes with a discussion of the results and implications.

While HRM scholars have built a rich body of knowledge regarding emotional labor (EL), we know comparatively less about the social origins of EL components and individual outcomes in government work contexts. To address this gap, we employ conservation of resources theory to examine how one prominent social institution within government organizations, labor unions, influence the process through which EL shapes one individual-level outcome, emotional exhaustion. We also draw from the process model of EL developed by Brotheridge and Lee to evaluate one specific countervailing resource, person-job fit. Results obtained using data from the 2016 U.S. Merit Principles Survey suggest that unionization indirectly increases emotional exhaustion via increases in the perceived need for false face acting. While unionization does not have a direct relationship with person-job fit, perceived increases in the need for false face acting contributes to emotional exhaustion by reducing person-job fit.