Suchergebnisse

As performance‐based mechanisms for accountability have become increasingly commonplace in the public sector, it is apparent that administrative reactions to these reforms are central in determining their effectiveness. Unfortunately, we know relatively little about the factors that drive acceptance of performance‐based accountability by administrative actors. This article employs data collected from an original survey instrument to examine the perceptions of presidents at American public colleges and universities regarding performance funding. The author finds that acceptance of performance as a basis for funding is driven by a variety of factors, including the partisanship of the state legislature, organizational performance (measured by institutional graduation rates), dysfunction in the external information environment, and the political ideology of university presidents.

School choice has developed into one of the most contentious policy debates in K–12 education. Proponents argue that choice leads to competition among schools, thereby raising school quality for all students, while opponents claim that school choice often results in racial segregation and worsens inequity. The findings of this study, collected from qualitative interviews with school administrators and quantitative analysis of school performance and enrollment data, suggest that a common form of school choice, intradistrict transfer, may not always have the desired impacts on administrators, particularly with regard to intradistrict transfer programs. In addition, the author finds important differences in criteria that shape transfer decisions at different grade levels, and in the factors that shape the decision to transfer away from a school versus those that influence decisions about which school to transfer into.

As performance‐oriented reforms have become more commonplace in recent years, questions about the factors that drive organizational adoption and use of performance systems for internal management are of central importance. This article uses data taken from a survey of presidents at public universities to advance our understanding about the use of data and performance management strategies within public organizations. The central research question is, why do public administrators choose to employ performance management strategies? In addition, the author also explores variation in the extent to which public universities use performance management strategies for three tasks that are central to public management: (1) strategic planning, (2) evaluating employees, and (3) interacting with external stakeholders. Findings indicate that public universities often use performance data to help manage, but many of the causal factors that lead to data use vary across management functions.

Abstract
Organizational theorists have long examined the implications of market‐oriented policies for public agencies. Current research often aims to understand the effects of policies imposed on organizations by external stakeholder groups, but few studies have attempted to gain a better understanding of what mechanisms cause agencies to select into these strategies. The purpose of this article is to understand, first, which factors make an organization more likely to adopt a decentralized, market‐based budgeting system—termed "responsibility‐centered management (RCM)—and, second, whether this type of system has implications for organizational performance. Using data on doctorate‐granting public and private nonprofit four‐year universities in the United States, the authors find that mission, resource dependence, and state party control influence the take‐up of RCM. In terms of effects, RCM creates winners for graduation rates (white students) and degree production (science, technology, engineering, and math departments), which raises questions of equity across groups.

AbstractOrganizational behaviorists have long argued that inequity in worker compensation is problematic. The authors use data on 254 public and private nonprofit research universities to evaluate the antecedents of salary differences between male and female full‐time assistant professors. Drawing on representative bureaucracy theory, they hypothesize that female representation among the associate and full professor ranks, as well as in executive management positions (including the university president), will be negatively associated with gender pay gap differences. Findings support the hypotheses, although the impacts for many of the variables differ between public and private institutions. Important effects are also found related to a variety of institutional characteristics, including funding from state appropriations.

AbstractWhile the importance of networking is increasingly recognized by practitioners and scholars alike, little is known about why significant variance is observed in how often and with whom organizational leaders network. Further, while we know that political ideology plays a critical role in shaping decision making within public organizations, current models of networking have largely failed to consider the importance of ideology in driving networking efforts. Using data from a 2012 survey of U.S. university presidents and the Integrated Postsecondary Education Data System, this article explores the role that president ideology plays in shaping networking behavior with political principals. Findings suggest that the effect of ideology on external networking efforts is moderated by state policy maker ideology.

Concerns about performance and cost efficiency have taken center stage in discussions about the funding and oversight of public universities in recent years. One of the primary manifestations of these concerns is the rise of performance funding policies, or policies that seek to directly link state appropriations to the outcomes institutions generate for students. Despite the popularity of these policies, relatively little systematic research examines their effect on student outcomes at public colleges and universities. We use data collected from the Integrated Postsecondary Education Data System (IPEDS) to analyze the effectiveness of performance funding policies as a mechanism for improving student graduation, persistence, and degree attainment in more than 500 postsecondary institutions in all fifty states over a span of 18 years. We find that current performance funding policies are not associated with higher levels of student performance and that these policies may in fact contribute to lower performance over a longer period of time. However, more recent policies linked to institutional base funding may produce some likelihood of long-term improvement and require additional research.

ObjectivePolitical parties provide an important function for a public that is generally seen as not consistently ideological by guiding its thinking about policy issues. In this article, we examine whether the four cultural worldviews derived from grid‐group cultural theory—hierarch, egalitarian, individualist, and fatalist—are predictive of partisan attachments and perceptions of climate change risk among the public.MethodsData come from an original survey of the U.S. public conducted in 2011 and 2012. We use regression analysis to examine partisanship and perceived climate change risk; ordered logit to examine party attachment; and mediation analysis to examine the mediating effect of partisanship on cultural worldviews and climate change risk.ResultsWe find that the group‐oriented cultural types (egalitarians and hierarchs) are more likely to have stronger party attachments than the nongroup‐oriented cultural types (individualists and fatalists). In addition, we find that the mediation effect of party is more pronounced among the group‐oriented types than the nongroup oriented.ConclusionGrid‐group cultural theory is predictive of both partisanship and policy attitudes and partisanship mediates the influence of cultural worldviews on climate change risk, particularly for those types with group orientations.

The public administration literature once devoted great effort to identify the determinants of administrative intensity in organizations. While this literature has received some renewed attention, there remain questions about what aspects of organizational environments generate growth in administrative intensity, particularly as related to political oversight and external accountability mechanisms. This article aims to expand current theory on the determinants of administrative personnel and costs using data on four‐year public universities in the United States from 1998 to 2011, as this setting has received considerable criticism for perceived administrative bloat. Findings suggest that which political party is in control substantially influences both administrative costs and total personnel. These administrative levels, in turn, have a curvilinear relationship with student outcomes.

This study examines grant funding to four-year universities to determine if institutions with more powerful congressional delegations receive more in research funding from the National Institutes of Health (NIH) and the National Science Foundation (NSF). We analyze grant awards to public and private not-for profit universities from 2000 through 2009. We employ panel-corrected standard errors with panel-specific AR1 terms to determine the influence of representation on key congressional committees, in conjunction with institutional characteristics, such as size and mission, in shaping institutional success in securing grant revenues. Time series, cross-sectional analysis suggests that members of the U.S. House and Senate may be able to influence the allocation of seemingly merit-based grants and contracts made by the NIH and the NSF. We find some evidence that congressional-bureaucratic relationships impact grant receipts, though the effects are moderate in magnitude. Adapted from the source document.