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This article examines how administrative professionals affect the diffusion of one-stop shops in the form of integrated citizen service centres (CSC) in a Danish local government setting. CSCs are an example of a new organizational form: functionally integrated small units (FISUs). The diffusion of the CSCs among municipalities is used to analyse how administrative professionals act as drivers in the process of organizational level innovation. Furthermore, it is examined how institutional, political and economic characteristics of municipalities influence the likelihood of adoption. The findings highlight that a high concentration of administrative professionals indeed make the adoption of CSCs more likely. Additionally, the findings confirm three commonly stated hypotheses from the diffusion of innovations literature, namely that need based demands, wealth and the regional supply of CSC increase the likelihood of its adoption. Adapted from the source document.

An often-debated subject in the public administration literature concerns why some units contract out more than others. The present article decomposes the influence of public employees on municipal contracting as different types of employees have different skills and incentives and must be treated accordingly. First, the analysis shows that the apparent negative relationship between public employees in general and municipal contracting is partly reflecting the fact that the number of public employees is endogenous to contracting. Second, we suggest that administrative professionals and not bureaucrats in general have a positive impact on contracting. This is because administrative professional skills are vital for carrying out a tender and because contracting is essentially a part of administrative professionals' bureau-shaping interests. Finally, we find support for two often-discussed claims in the literature, namely, the influence of prosperity and ideology. Adapted from the source document.

The rewards of politicians are a key part of the implicit contract between politicians and citizens, and the effect of these rewards on democratic legitimacy and political recruitment is a central concern in public debate and democratic theory. Using a survey experiment, we show how citizens respond to hypothetical changes in politicians' pay. The results indicate that citizens express lower levels of trust in the politicians when these politicians award themselves higher pecuniary rewards. However, our results also show that a devious strategy in which the rewards for politicians are less transparent ensures lower opposition from citizens than open and transparent strategies. Based on this, we outline a reinvigoration of the research agenda on "rewards at the top."

Résumé Les gestionnaires du secteur public souhaitent parfois attirer des candidats présentant une forte motivation à l'égard du service public étant donné qu'ils sont censés obtenir de meilleurs résultats. La littérature sur la motivation à l'égard du service public donne rarement des conseils pratiques sur la façon de procéder. Conscients que les conditions salariales constituent un dispositif de tri qui peut servir à attirer certains types de travailleurs, nous associons des mesures empiriques de la motivation à l'égard du service public à une nouvelle approche en matière d'évaluation monétaire des conditions salariales du personnel. Cet outil peut servir à améliorer le recrutement et la rétention du personnel présentant une forte motivation à l'égard du service public. Nous verrons que les agents motivés par le service public ont une préférence moindre pour les primes et privilégient davantage les prestations de soins de santé, mais les associations varient selon le contexte dans lequel les agents travaillent. Les perceptions du personnel en ce qui concerne la compatibilité entre les éléments des conditions salariales et l'intérêt sociétal doivent par conséquent être prises en considération lorsque les travailleurs sont motivés par l'idée d'agir en faveur de la société. Remarques à l'intention des praticiens Les observations de notre article ont des implications pour les gestionnaires publics qui souhaitent améliorer l'efficacité de leur organisation en attirant des agents présentant un niveau élevé de motivation à l'égard du service public. Nos résultats indiquent que les primes sont dès lors à éviter, en particulier pour les postes administratifs et lorsque la volonté affective d'agir pour le bien d'autrui et de la société est importante. Les prestations de soins de santé sont généralement une bonne idée lorsqu'on souhaite attirer des personnes désireuses d'agir pour le bien des usagers des services. Les régimes privés d'assurance-maladie sont cependant à éviter dans les organismes publics de soins de santé.

Public sector managers want to attract employees with high public service motivation as they are expected to perform better. The public service motivation literature rarely gives practical advice on how this can be done. Recognizing that compensation packages act as a sorting device that can be used to attract specific types of workers, we combine empirical measures of public service motivation with a newly developed approach to employees' monetary valuation of compensation packages. This tool can be used to improve recruitment and retention of employees with high public service motivation. We find that public service motivated employees have a lower preference for bonus payments and stronger preferences for health care packages, but the associations depend on the specific context in which the employees work. This implies that the employees' perceptions of the compatibility between the compensation package elements and societal interest should be taken into account, when the employees are motivated by doing good for society.Points for practitionersThe findings of the article have implications for public managers who want to improve performance in their organizations by attracting employees with a high level of public service motivation. Our results indicate that bonuses should then be avoided, especially in administrative positions and when an emotion-based orientation towards doing good for others and society is important. Health care packages are generally a good idea, when it is important to attract employees who want to do good for the specific users of the service. Private health packages should, however, be avoided in public health care organizations.