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PurposeThe purpose of this paper is to explore the differences in turnover and turnover intention by gender and ethnicity. In addition, it seeks to examine the effects of diversity management on turnover intention.Design/methodology/approachA theoretical framework is constructed on the basis of ASA‐ and PO‐fit literature and previous research on diversity management and turnover. By analyzing two large‐N survey datasets the determinants of turnover and turnover intention of both native Dutch and ethnic minority men and women are examined.FindingsResults show that women's turnover is most commonly associated with intrinsic factors, whereas men's decisions to leave the public sector are most commonly motivated by extrinsic factors. For ethnic minority men, the management of the organization and the leadership style of the supervisor are important determinants of any intention to leave the public sector. There is only a modest negative effect of diversity management on turnover intention.Practical implicationsTo build and retain a diverse workforce, HRM policies in the public sector that used to be standardized and collective, should be adapted to the needs and values of the various categories of employees.Originality/valueThe effective management of diversity will increasingly be a central issue for public sector management. This article provides an understanding of the strategies that Dutch public sector organizations could employ to limit turnover of both native Dutch and ethnic minority men and women.

This article focuses upon gender differences in the satisfaction with career opportunities of civil servants in the Netherlands. Women have become better represented at all levels in the Dutch civil service in recent years, but they are still underrepresented in the higher level positions. Nevertheless, women are slightly more satisfied with their career opportunities than men are and they seem to be increasingly so. Their relatively positive evaluation of extrinsic aspects of their work situation is one of the explanations of this finding, as is their higher intrinsic work motivation compared to that of men. It is suggested that the career orientations and aspirations of women better fit the changing context of career formation in the Dutch civil service and the accompanying new psychological contract. Points for practitioners The Dutch civil service has set ambitious targets with respect to the representation of women at all levels in the service, but insight into the determinants of women's careers in the public sector is still very scarce. The findings in this article show that there are gender differences in the weighting of intrinsic and extrinsic aspects of the work in evaluating one's career opportunities. Besides, the article may assist human resource management practitioners in anticipating the impact of changing career trajectories on the career satisfaction of male and female civil servants.

Résumé Dans le présent article, nous nous intéressons aux différences entre les sexes dans la satisfaction à l'égard des perspectives de carrière des agents de l'État aux Pays-Bas. Depuis quelques années, les femmes sont mieux représentées à tous les niveaux dans la fonction publique néerlandaise, mais elles restent sous-représentées aux échelons supérieurs. Il n'en reste pas moins que les femmes sont un peu plus satisfaites de leurs perspectives de carrière que les hommes, et elles le sont apparemment de plus en plus. Leur appréciation relativement positive des aspects extrinsèques de leur situation professionnelle est l'une des explications à ce constat, tout comme leur plus grande motivation professionnelle intrinsèque par rapport à leurs collègues masculins. Nous laissons entendre que les orientations et les aspirations professionnelles des femmes sont davantage adaptées au nouveau contexte de l'évolution professionnelle dans la fonction publique néerlandaise et au nouveau contrat psychologique qui l'accompagne. Remarques à l'intention des praticiens La fonction publique néerlandaise a fixé des objectifs ambitieux en ce qui concerne la représentation des femmes à tous les niveaux de l'État, mais on sait encore peu de choses sur les éléments qui déterminent les carrières des femmes dans le secteur public. Les observations présentées dans le présent article révèlent qu'il existe des différences entre les sexes en ce qui concerne l'importance des aspects intrinsèques et extrinsèques du travail dans l'évaluation des perspectives de carrière d'une personne. Notre article aidera en outre les praticiens dans la gestion des ressources humaines à anticiper l'influence de la réorientation professionnelle sur la satisfaction professionnelle des fonctionnaires hommes et femmes.

This article focuses on factors that are predictors of the willingness of dual-career couples in the Dutch Foreign Service to accept an international assignment. Until recently, diplomatic spouses (mostly women) had simply been expected to follow and give up their own career if their partner was offered an overseas posting. However, with an increasing number of dual-career couples, such an action can no longer be taken for granted. Results of this study show that two thirds of the employees remain willing to accept a relocation abroad and that a similar proportion of spouses remains willing to follow. A spouse's prior experience abroad and relative career priority are significant predictors of the willingness of couples to accept an international assignment. This study indicates that the human resource management policies of the Foreign Services Department need to take into account decision-making processes involving both the diplomat and the spouse now more than ever before.

This article examines the consequences of stereotypical beliefs regarding gender, traits, and leadership styles for manager preferences in public organizational contexts that differ as to the gender composition of their workforce. It is hypothesized that employee preferences for male, agentic, and/or transactional managers relative to female, communal, and/or transformational managers are stronger in male-dominated contexts than in female-dominated contexts. Hypotheses are tested through a conjoint survey experiment among 2,757 Dutch public sector employees in education, police, and defense. Findings show that there is a stronger preference for communal managers over agentic managers in both contexts, independent of the manager's gender. In contrast, employee preferences for transactional leadership relative to transformational leadership are stronger in male-dominated contexts than in female-dominated contexts and vice versa, also independent of the gender of the manager. The article discusses the implications of the study's findings for the study of gender and leadership preferences.

Abstract
Steering street-level bureaucrats is utterly complex due to their discretion and professional status which grant them relative autonomy from supervisory directives. Drawing from transformational leadership theory, this article explores the opportunities these work conditions provide for supervisory leadership at the frontlines. Looking at street-level bureaucrats' attitude towards clients, we analyze how the frontline supervisor affects this core perception that protrudes the human judgments street-level bureaucrats are required to pass in their use of their discretion. Using a survey dataset of 971 street-level bureaucrats and their 203 frontline supervisors, this study shows that frontline supervisors function as an attitudinal role model to street-level bureaucrats. Moreover, their supportive leadership behaviors are crucial to them upholding a positive attitude towards clients. Supportive leadership does not unequivocally strengthen the supervisor's position as an attitudinal referent, though. These findings challenge pessimistic assessments of the potential for supervisory leadership at the frontlines. Theoretical and practical implications are discussed.

Drawing on status characteristics and double standards theory, this study explores how social categories may affect the standards tax officials use in evaluating citizen-clients' trustworthiness, leading to differential evaluation. Whereas the street-level bureaucracy literature mainly focuses on the direct effect of social categories on officials' judgments, this study shows how stereotyping in the public encounter could be much subtler and more pervasive than is hitherto studied. Based on semistructured interviews containing 40 stories of tax officials who inspect entrepreneurs' tax returns, this study suggests that similar signals may indeed be interpreted differently for different social groups.

The purpose of this article is to explore the link between diversity management in public organizations and employees' affective commitment by testing hypotheses on the mediating roles of transformational leadership and inclusive organizational culture. By combining theories on human resource management and performance with theories on diversity and inclusiveness, a theoretical model is built explaining when and why diversity management should positively affect employees' affective commitment. Survey data from a representative sample of 10,976 Dutch public sector employees were used in testing our hypotheses using structural equation modeling techniques. Results show that the effect of diversity management on employees' affective commitment can partially be explained by its impact on the inclusiveness of the organizational culture. In addition, the impact is influenced through the transformational leadership shown by supervisors who can be considered as the implementers of diversity management and as agents in creating inclusiveness. The implications for future research and management practice are further discussed.