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This article examines the influence of bureaucratic structure on a public employee's sense of inclusion. We argue that bureaucratic structure influences inclusion by accentuating or minimizing status differences. To test this argument, we investigate three types of bureaucratic structure: centralization, hierarchy, and span of control, all expected to lower inclusion, and "green tape," or effective organizational rules, expected to increase inclusion. To test these expectations, we use quantitative and qualitative survey data, as well as administrative data collected from the employees of 31 departments in a county government in the Southeastern United States. Findings indicate that higher centralization and wider span of control reduce inclusion, whereas green tape increases inclusion. Hierarchy shows no statistically significant inclusion effect. The article concludes with the implications of these results of public sector organizational design.

The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors reduces public employee silence, by improving employee trust in their supervisors, granting employees control over their jobs, and strengthening identification with the organization. We test the model in two cross‐sectional studies with data collected from all employees working in two local governments in the United States. We find empirical support for the model in both studies. We discuss the implications of the research results for public management scholarship and practice.

AbstractDiversity climate—shared employee perceptions of the extent to which an organization is inclusive and fair—is of increasing interest to public administration scholars. While research has linked diversity climate to a range of employee and organizational outcomes, less is known about how common managerial practices affect diversity climate. This article addresses this gap by examining three such practices: workplace voice, centralized decision‐making, and teamwork. Each is theoretically expected to act upon both the inclusion and fairness dimensions of diversity climate. We test these expectations using regression analysis of departmental‐level data collected through surveys of four North Carolina public organizations. The results suggest that workplace voice and teamwork enhance diversity climate, while centralized decision‐making diminishes it in workplaces with mostly white employees. Practically speaking, the results imply that common management techniques that benefit public organizations also foster positive diversity climates.Evidence for Practice

Employee perceptions of the extent to which an organization is fair and inclusive, known as diversity climate, have been linked to a range of important organizational outcomes.
Common managerial practices that produce organizational benefits also appear to strengthen diversity climate, specifically workplace voice, decentralized decision‐making, and teamwork.
Public managers wishing to improve diversity climate should consider giving employees meaningful voice in workplace decisions, pushing decisions downward, and fostering teamwork.

Abstract
This study examines differences in workplace incivility experiences between policewomen and policemen and the impacts of workplace incivility experiences on the emotional exhaustion and turnover intentions of policewomen. The analysis relies on survey data collected from 591 officers across 6 law enforcement organizations in the USA. The research reveals that, compared to policemen, policewomen report significantly higher levels of workplace incivility. Policewomen also report heightened emotional exhaustion and express a greater intention to leave their current positions than policemen. Moreover, the study finds that the increased workplace incivility experienced by policewomen exacerbates emotional exhaustion and may prompt them to consider leaving their organization. The implications of these findings for the well-being and retention of women in law enforcement organizations are thoroughly discussed.