{"title":"The Future of Public Human Resource Management","authors":"Paul Battaglio","doi":"10.1177/0091026020948188","DOIUrl":"https://doi.org/10.1177/0091026020948188","url":null,"abstract":"The evolution of public human resource management (PHRM) has been at the forefront of public administration research for the past two decades. Human resources in the public sector has changed from a focus on developing employee hard skills (e.g., education, training) to advancing a more soft skill approach in the workplace. The emphasis on soft skills takes a closer look at the development of interpersonal relationships (e.g., employees and managers, employees and peers) as well as self-improvement. A soft skills approach pursues managing employee behavior through motivation, commitment, and professional development. As such, the focus is on individual development as an important element to overall organizational well-being. The Volcker Alliance highlighted the importance of soft skills for the future of public service in their recent report, “Preparing Tomorrow’s Public Service.” Results from a survey conducted by the Alliance highlight the significance of soft skills such as commitment (75% of survey respondents expect to stay in government for the long term) and motivation (71% believe they are making good progress in fulfilling their professional aspirations) in the development of future public service leaders. These respondents—a diverse group of regional, governmental, and educational professionals across the United States—also underscored how important these same soft skills are in promoting high-performance government. Mindful of the challenges facing the public workforce, a better understanding of these soft skills and the role of research in advancing evidence-based practice should be a cornerstone of future PHRM research and practice. Advancing dialogue on human resource development for a future generation of public servants will entail: (a) empowering public servants to achieve a meaningful contribution; (b) appreciating the role behavioral science can play in eliciting meaning; and (c) understanding the role diversity plays in a demographically changing world.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020948188","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44706263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A Manager’s Guide to Free Speech and Social Media in the Public Workplace: An Analysis of the Lower Courts’ Recent Application of Pickering","authors":"A. M. Brewer","doi":"10.1177/0091026020954507","DOIUrl":"https://doi.org/10.1177/0091026020954507","url":null,"abstract":"Public organizations are experiencing a burgeoning of workplace challenges involving employee use of social media. Comments, images, or videos ranging from racist remarks, to calls to violence, simple criticism of one’s organization, to full on whistle blowing significantly challenge public organizations’ policies for addressing speech that creates discord in the workplace. With the blurring of lines between personal and professional lives, these challenges create uncertainty for public organizations regarding how to maintain the efficient operation of the workplace, deal with the social and political fallout of such instances, and manage organizational liability. This article performs content analysis on 33 federal lower court opinions involving speech/social media workplace issues. The study analyzes the manner in which the lower courts apply free speech precedent on contemporary workplace speech cases. The findings suggest that patterns emerge from the opinions providing key insights for public managers regarding how to better manage these complex issues.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020954507","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44392211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Flexible Work Arrangements and Employee Retention: A Longitudinal Analysis of the Federal Workforces","authors":"Sungjoo Choi","doi":"10.1177/0091026019886340","DOIUrl":"https://doi.org/10.1177/0091026019886340","url":null,"abstract":"Over the past couple of decades the interest in flexible work arrangements has increased. This study conducted a longitudinal analysis of the effects of telework on the reduction of employee voluntary turnover. The agency-level data extracted from Office of Personnel Management’s congressional reports and central personnel data files were analyzed. The results show that agencies with more teleworkers reported less voluntary turnover. Agencies that are more supportive of employees’ teleworking also reported lower voluntary turnover. Organizational characteristics including average pay and length of service, and the proportions of different occupational categories, full-time employment, and women also turned out to have significant effects on voluntary turnover of employees.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019886340","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49572880","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Determinants of Job Satisfaction Among U.S. Federal Employees: An Investigation of Racial and Gender Differences","authors":"Hyung-Woo Lee, P. Robertson, Kitai Kim","doi":"10.1177/0091026019869371","DOIUrl":"https://doi.org/10.1177/0091026019869371","url":null,"abstract":"The purpose of this study is to examine whether the determinants of job satisfaction vary between male and female and between White and minority employees of the U.S. federal government. The study investigates nine potential determinants associated with existence, relatedness, growth needs, and organizational equity, based on data from the 2015 Federal Employee Viewpoint Survey. The study uses multiple regression analysis to assess and compare the strength of the relationships between these determinants and work satisfaction among each of four demographic subgroups (White males, White females, minority males, and minority females). Results indicate that there are no dramatic differences among these groups in terms of which factors have the strongest impact on satisfaction. However, a few subtle distinctions are apparent. In particular, employee development is a higher priority for men than for women, and recognition for good work is not as important to minorities as it is to Whites. There is also some evidence of intersectionality, in that pay satisfaction and diversity management are most important to minority women and least important to White men, and workplace participation is most important to White men and least important to minority women. The study provides potential explanations of these findings, and briefly addresses implications for research and practice.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019869371","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45380134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Exploring the Sources of Cognitive Gap Between Accountability and Performance","authors":"Kwangseon Hwang, Yousueng Han","doi":"10.1177/0091026019873031","DOIUrl":"https://doi.org/10.1177/0091026019873031","url":null,"abstract":"This article decouples accountability and performance to highlight the cognitive gap in the ability to discern between accountability and performance at the street level. A qualitative content analysis of interviews from child welfare caseworkers provides several noteworthy findings. While these terms share certain common key themes, they also have different characteristics. Both terms may be understood and used interchangeably in practical applications, including serving (the children and families), responsible action (trust), following rules, completing the task, integrity/ethics, and effectiveness. Aside from the common key themes, accountability was also understood as embodying the key themes of explanation/meeting, expectation, and ownership. Conversely, performance was perceived as representing professionalism, skill, and teamwork. In general, when the frontline workers talk about process and relationships, they reference accountability and when they are discussing outcomes, they reference performance. This study highlights common and disparate characteristics associated with accountability and performance that explain why they are pursued simultaneously and why enhancing accountability sometimes does not lead to improving performance and vice versa.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019873031","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47603484","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Mieke Audenaert, B. George, R. Bauwens, A. Decuypere, Anne-Marie K Descamps, Jolien Muylaert, R. Ma, Adelien Decramer
{"title":"Empowering Leadership, Social Support, and Job Crafting in Public Organizations: A Multilevel Study","authors":"Mieke Audenaert, B. George, R. Bauwens, A. Decuypere, Anne-Marie K Descamps, Jolien Muylaert, R. Ma, Adelien Decramer","doi":"10.1177/0091026019873681","DOIUrl":"https://doi.org/10.1177/0091026019873681","url":null,"abstract":"The public sector requires job crafting from employees so that they can better cope with overdemanding jobs due to layer upon layer of public management reforms. Simultaneously, however, red tape and austerity constrain job autonomy. This study therefore tests how job crafting can be fostered in public organizations by studying social resources at work and, specifically, empowering leadership and social support. Multilevel analyses based on survey data from 1,059 nurses in 67 public elderly care organizations in Flanders, Belgium, show that empowering leadership and social support contribute to job crafting and, simultaneously, strengthen each other’s contribution. Additional analyses showed that empowering leadership, social support, as well as their interaction have differential relations vis-à-vis the different dimensions of job crafting. The implications for public management are discussed.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019873681","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47884586","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Mixed Feelings? Comparing the Effects of Perceived Red Tape and Job Goal Clarity on HRM Satisfaction and Organizational Commitment Across Central Government, Government Agencies, and Businesses","authors":"R. Blom","doi":"10.1177/0091026019878204","DOIUrl":"https://doi.org/10.1177/0091026019878204","url":null,"abstract":"In the past decades, increasing attention in the public sector has been paid to the relationship between human resource management (HRM) practices and organizational commitment. The bureaucratic structure of public organizations has often been mentioned to have a negative impact on this relationship. To reduce red tape and increase goal clarity, governments worldwide have created semi-autonomous agencies that operate at arm’s length, expecting that they would operate under more business-like conditions with positive effects on organizational commitment. In this study, these positive expectations were tested using groups of employees working at central government, two types of agencies, and businesses. Using multigroup structural equation modeling with a Dutch data set containing 2,432 respondents, the findings provide little support for the notion that agencies are similar to businesses in terms of bureaucracy and ways to stimulate employee commitment, and even indicate that some agencies are more bureaucratic than central government.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019878204","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42854607","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Does Perceptions of Organizational Prestige Mediate the Relationship Between Public Service Motivation, Job Satisfaction, and the Turnover Intentions of Federal Employees?","authors":"Leonard Bright","doi":"10.1177/0091026020952818","DOIUrl":"https://doi.org/10.1177/0091026020952818","url":null,"abstract":"Public opinion polls consistently suggest that government employment is not considered to be highly prestigious by most Americans. These negative images are likely to stifle the public sector’s recruitment and retention efforts. Scholars have suggested that individuals with high levels of public service motivation (PSM) are better equipped to work in these environments, yet no studies can be found that have directly explored the relationships between PSM and the perceptions that public employees hold regarding the images that citizens hold of their organizations. This article sought to fill this gap in the literature by exploring the extent to which perceptions of organizational prestige (POP) mediate the relationship between PSM and the job satisfaction and turnover intentions of public employees. Using a sample of federal employees working for the Transportation Security Administration in Oregon, this study found that POP fully mediated the relationship between PSM and turnover intentions and partially mediated the relationship between PSM and job satisfaction. The implications of these findings are discussed.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020952818","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46384709","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An Overlooked Cost of Contracting Out: Evidence From Employee Turnover Intention in U.S. Federal Agencies","authors":"G. Lee, Sergio Fernandez, Shinwoo Lee","doi":"10.1177/0091026020944558","DOIUrl":"https://doi.org/10.1177/0091026020944558","url":null,"abstract":"Contracting out has long been used in all levels of government in the United States, with federal contract spending increasing 8% to 9% annually since 2015. The literature on contracting out has examined the impact of this practice on the work-related attitudes and motivation of public employees who have transitioned to work for private contractors. However, we understand very little about the effects of contracting out on the overwhelming number of public employees who are not displaced. Given the importance of work-related attitudes and turnover for organizations, this study explores the potential consequences of contracting out for employee turnover intention over a period of several years. The results of panel data analyses suggest that an increase in contracting activity in federal agencies increases the employee turnover intention rate. Contracting out also impacts employee turnover intention indirectly through its influence on job satisfaction.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020944558","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42445326","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Xiaojun Lu, Hyun Jung Lee, Seung-Bum Yang, M. Song
{"title":"The Dynamic Role of Emotional Intelligence on the Relationship Between Emotional Labor and Job Satisfaction: A Comparison Study of Public Service in China and South Korea","authors":"Xiaojun Lu, Hyun Jung Lee, Seung-Bum Yang, M. Song","doi":"10.1177/0091026020946476","DOIUrl":"https://doi.org/10.1177/0091026020946476","url":null,"abstract":"Today, research on emotional labor in public service has been growing both in China and South Korea; however, few studies have explored the management–performance relationship between countries with similar cultures. This study provides a new case for the comparative public management domain by conducting empirical research on two countries with similar cultures and clarifying the existing literature on the relationship between the dimensions of emotional labor and job satisfaction with emotional intelligence as the mediating role. Samples from public service employees were collected. The findings reveal that, among the dimensions of emotional intelligence, emotional self-regulation emerges as the sole important mediating variable in the relationship between the two countries.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":null,"pages":null},"PeriodicalIF":3.0,"publicationDate":"2020-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020946476","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44579231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}