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Related Content: Balfour and Newbold (PAR September/October 2016)

AbstractPublic administration research suggests there may be disparity in the extent to which public servants experience their work as a calling. The purpose of this article is to better illustrate and integrate calling research, which grows out of the positive organizational scholarship movement, into how we understand public service motives. The calling scholarship offers a productive way to view differences in public servants' orientations toward their work. Integrating calling into the public administration scholarship—particularly the public service motivation scholarship—provides insights to researchers and managers about how to help employees discover a deeper sense of meaningfulness in their work. In presenting the arguments and corresponding conceptual framework, the authors seek to supplement rather than replace the public service motivation construct. The authors articulate a research agenda that they believe will strengthen and enrich research on public servants' experience with their work.

AbstractPublic administration researchers and practitioners have placed a heavy emphasis on the theme of programme performance. More recently, there has been a growing sentiment in the literature about the integral role of organisational capacity in achieving performance. While this is often expressed in the (re)iteration of a 'management matters' mantra, we see some disarray in the broader capacity literature both in definition and application. As scholars call for more integrated models of governance that link, for example, capacity and performance, we see a growing need for an analysis of the concept of capacity. Using bibliometric and content analyses to explore scholarly treatment of capacity constructs, this article assesses whether the perceived disarray is real, and if so what consequences it might have. We do so by reporting on capacity's meaning and measurement through an analysis of four decades of the private, public and nonprofit management literatures. While specific definitions of capacity are, by nature, context dependent, we conclude by distilling a general, conceptual framework of capacity for public management researchers and practitioners. Copyright © 2008 John Wiley & Sons, Ltd.

The fundamentals of public administration, from the world'sleading practitioners Handbook of Public Administration is the classic,comprehensive guide to the field, featuring original writings fromthe world's foremost public administration thought leaders andpractitioners. Intended to help both public administration studentsand practitioners navigate administrative challenges, overcomeobstacles, and improve effectiveness, this guide provides acomplete overview of the entire field. The information is organizedinto seven parts representing key domains of knowledge and practicethat are essential

"The fundamentals of public administration, from the world's leading practitionersHandbook of Public Administration is the classic, comprehensive guide to the field, featuring original writings from the world's foremost public administration thought leaders and practitioners. Intended to help both public administration students and practitioners navigate administrative challenges, overcome obstacles, and improve effectiveness, this guide provides a complete overview of the entire field. The information is organized into seven parts representing key domains of knowledge and practice that are essential for effective public administration. These reflect changes in the state of modern public administration, the factors that influence policies and programs, the mechanics of how government works, and the tools that help administrators get things done. Readers will find insightful discussions on the challenges of contemporary governance and the ethics of public administration, as well as practical guidance on the everyday operations that bring effective policies and programs to life. Students and experienced practitioners alike will appreciate the well-rounded approach to issues public administrators face every day. The book is complete enough to act as a text, but organized logically for quick reference for specific problems or situations. Readers will: Understand the challenges posed by the changing context of public administration Explore how relationships and decisions influence public policies and programs Learn the critical skills and tools public administrators must master to be effective Explore the ethics and liabilities of public administration, and what it means to take part The role of public administration is evolving, and the changing nature of the field will impact the way policies and programs are designed and implemented. This book fully explores current and upcoming changes domestically and internationally against the backdrop of public administration fundamentals. For the student or professional seeking a deeper understanding of the public administrator's role, Handbook of Public Administration is a clear, comprehensive resource"--

AbstractDespite public administration's growing interest in personnel diversity and ethical leadership, little is known about the effectiveness of ethical leadership in managing diverse public workforces. Can ethical leadership moderate the relationships between demographic diversity and key organizational outcomes? To answer, we synthesize four theories about demographic diversity, ethical leadership, and inclusion: social categorization theory, social exchange theory, social learning theory, and optimal distinctiveness theory. These theories illuminate the interrelationships between diversity, ethical leadership, and two types of collective organizational outcomes: affective commitment climate and race-based employment discrimination. Using panel data from the US federal government, feasible generalized least squares models indicate that racial diversity is negatively related to affective commitment climate and positively related to race-based employment discrimination. The results also show that ethical leadership beneficially moderates the associations of racial diversity with the two organizational outcomes. These findings suggest that ethical leadership aids public managers and personnel in racially diverse public agencies.