Book Review: Administrative burden: Policymaking by other means
In: The American review of public administration: ARPA, Band 50, Heft 1, S. 113-115
ISSN: 1552-3357
32 Ergebnisse
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In: The American review of public administration: ARPA, Band 50, Heft 1, S. 113-115
ISSN: 1552-3357
In: Review of public personnel administration, Band 33, Heft 4, S. 365-383
ISSN: 1552-759X
In: Public administration review: PAR, Band 73, Heft 1, S. 74-84
ISSN: 1540-6210
In: Public administration review: PAR, Band 73, Heft 1, S. 74-84
ISSN: 1540-6210
This article explores whether union commitment dampens public sector job satisfaction. By examining the connection between union commitment and two workplace attributes that are presumed to be more prevalent in public sector workplaces—perceptions of higher red tape and greater public service motivation—this article develops three hypotheses exploring the direct and indirect relationships between union commitment and public sector job satisfaction. The findings from a series of structural equation models indicate that union commitment directly increases members' job satisfaction, but it more prominently increases members' job satisfaction indirectly by reducing perceived red tape and enhancing public service motivation.
In: Review of public personnel administration, Band 33, Heft 4, S. 365-383
ISSN: 1552-759X
This study examines whether public sector unionization encourages members to perceive more red tape in the work organization. Using the concepts of union socialization, commitment to union values, and stakeholder red tape, I develop and test a theoretical model that accounts for the direct and indirect effects of union socialization on member perceptions of red tape. The results from a series of structural equation models suggest that more socialized members perceive more red tape and are more likely to commit to union values. However, more committed union members perceive less red tape within the work organization. As such, the increase in perceived red tape because of union socialization is partially mitigated by member commitment to union values. Although interaction between union members may alert employees to negative components of the work environment, commitment to union values encourages members to perceive organizational rules as necessary protections of employee rights.
In: The American review of public administration: ARPA, Band 41, Heft 6, S. 705-723
ISSN: 1552-3357
In: The American review of public administration: ARPA, Band 41, Heft 6, S. 705-723
ISSN: 1552-3357
This study examines whether the norms and values of labor unions contradict public service motivation (PSM). Using Perry and Wise's conceptualization of (PSM) this article tests four hypotheses by analyzing both quantitative data drawn from the employees of a large metropolitan city and qualitative data drawn from semistructured interviews conducted in two large Midwestern cities. I expect that as employees become socialized into union membership, they will increasingly identify with rational, affective, and normative union motives. The quantitative findings suggest that union socialization is associated with lower compassion, higher self-sacrifice, and greater commitment to the public interest. Union socialization is unrelated to attraction to policy making. This study supports the hypotheses that unions shape members' motives through the socialization process. I rebut the argument that public sector union members are solely self-interested, but the findings suggest that union socialization can undermine one's feelings of compassion.
In: Journal of public administration research and theory, Band 20, Heft 4, S. 887-897
ISSN: 1053-1858
In: Journal of public administration research and theory, Band 20, Heft 4, S. 887-897
ISSN: 1477-9803
In: Journal of public administration research and theory, Band 20, Heft 4, S. 887-897
ISSN: 1053-1858
In: Elgar handbooks in public administration and management
In: Public administration review: PAR
ISSN: 1540-6210
AbstractOver the past 30 years, red tape has emerged as a key concept in public management. Yet, researchers continue to debate the relative merits of system‐centric versus individual‐centric approaches. In this article, we articulate an individual‐centric psychological process theory, a theory that confronts the 'modularity assumption' relegating the subjective individual experience as inconsequential in much red tape research. We theorize that the appraisal mechanism influences the meaning attached to external compliance demands. Our process theory advances the claim that experience, emotion, and expectancy influence one's perceptions of, and behavioral response to, red tape. Thus, compliance expectations in rules are informed by other social demands embedded in roles, identities, and collective interests in ways that influence the perceived legitimacy of rules and the compliance burdens they impose. The psychological process theory offers a holistic perspective on red tape by treating the subjective individual experience as consequential for understanding red tape.
In: Public management review, Band 24, Heft 10, S. 1499-1520
ISSN: 1471-9045
In: International review of administrative sciences: an international journal of comparative public administration, Band 87, Heft 1, S. 39-59
ISSN: 1461-7226
A substantial body of research underscores the importance of congruence between employee and organizational values. Yet, despite evidence that value congruence affects key individual and organizational outcomes, several gaping holes still exist in the research. We add to existing public management scholarship by: (1) examining whether and how value congruence affects an employee's affective organizational commitment; and (2) responding to recent calls for scholars to clarify the processes through which value congruence shapes employee attitudes and behavior. Drawing on dyadic data compiled on a sample of senior managers in US local governments, results indicate that value congruence is associated with higher levels of affective organizational commitment. Additionally, value congruence is even more important in instances when higher levels of goal ambiguity are present.Points for practitionersStudy findings have several practical implications for public managers. First, results indicate that managers must acknowledge and account for employees' perceptions of organizational goal ambiguity if they hope to retain employees. To this end, managers would do well to design goals in concert with their employees; the process of co-creating goals may help limit ambiguity. Second, managers must create robust communication systems that welcome disagreement and recognize the importance of effective dialogue on the nature of goals. Finally, managers should provide feedback on goals at regular intervals in order to help employees understand expectations.
In: Public management review, Band 22, Heft 3, S. 364-385
ISSN: 1471-9045