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In this article, I investigate whether or not there is variance in public managers' perceptions of worker quality and work life, by sector. Specifically, I investigate whether state-level public managers perceive the public sector or the private sector as having more challenging work and more talented workers, and how those perceptions are conditioned by previous work experience, motivations for taking their current jobs, education, race, and other demographic characteristics. Using multinomial logistical regression of data from the National Administration Studies Project-III survey of managers in Georgia and Illinois, I find that public managers motivated by desires for advancement and public service motivation are more likely to report positive perceptions of the public sector. Managers whose last job was in the private sector, compared to those whose last job was in the public sector, are less likely to respond favorably about the private sector. Increased perceptions of red tape increase the odds of having positive private sector perceptions and having a business degree, compared to another degree, decrease favorable public sector perceptions. These findings are important to understanding the relationships between manager characteristics and sectors perceptions among state-level public managers. Adapted from the source document.

1. Situating red tape research and theory -- 2. Why red tape is not so black and white -- 3. Elements of red tape theory -- 4. Empirical research on red tape -- 5. Contracting and performance -- 6. A research agenda for red tape -- 7. Red tape as token.

LeRoux and Feeney's Nonprofit Organizations and Civil Society in the United States makes a departure from existing nonprofit texts on the market: rather than focus on management, it focuses on nonprofit organizations and their contributions to the social, political, and economic dimensions of society. The book also covers the nexus between nonprofits and civil society. This text offers a theory-oriented undergraduate introduction to the nonprofit field and an examination of the multifaceted roles these organizations play in American society.

This work includes a brief history of skyscrapers as well as chapters on elevators and communications, facades and facing, mechanical and electrical systems, forces of nature, and much more.

Legal mandates are a common mechanism to stimulate government agencies to engage the public. Research shows managerial efforts can also affect civic engagement. We first examine whether local government departments that are legally mandated to engage the public have more public participation than departments that are not mandated to do so. We then explore the relationship between manager perceptions of public participation and the frequency of public participation. Finally, we analyze the interactive effect of legal mandates and managerial perceptions. To investigate our research questions, we use regression models on data from a 2018 nationally representative survey of 527 local government managers in the United States. The results indicate legal mandates are not significantly related to public participation, but managerial perceptions are a key factor. These findings support pursuing a managerial approach to advance public participation in local government.

AbstractGovernments around the world increasingly rely on social media to expand civic engagement. While these efforts are motivated by optimism that social media platforms have the potential to mobilize more diverse segments of the public, there is growing concern that the use of these tools by governments can reinforce existing power differentials and create new challenges for inclusion, accountability, and democracy. To understand the potential of social media to expand civic engagement, we call for greater integration of science and technology studies literature into public administration social media research. By drawing from the science and technology studies literature, public administration researchers can better assess the political and social inequalities embedded in social media tools and better inform practitioners on the use of social media to effectively engage the public.