Public Performance & Management Review最新文献

{"title":"Understanding the Correlates of Fear among Public Employees Working in Extreme Conditions: Evidence from Chinese Frontline Customs Officers","authors":"Yuanjie Bao, Ying Liu, Zixu Zhang","doi":"10.1080/15309576.2023.2266834","DOIUrl":"https://doi.org/10.1080/15309576.2023.2266834","url":null,"abstract":"AbstractDiscrete emotions such as fear are understudied in public administration, especially in extreme working conditions such as emergency response or crisis management where job demands often surpass employees’ resources to cope. In order to understand the psychological correlates of this fear, this study builds on the job demands-resources model to examine the possible antecedents and outcomes of fear among a sample of Chinese customs officers working on the frontline of COVID-19 prevention. Analysis of survey data collected from this extreme condition indicates that self-efficacy, resilience, and perceived organizational support attenuated fear while public service motivation did not. There was an antagonistic interaction between self-efficacy and resilience in affecting customs officers’ fear. In addition, fear increased turnover intention but did not relate to work engagement nor job satisfaction. These findings provide theoretical insights over understanding the fear of public employees working in extreme conditions and offer public managers practical implications over building a strong and resilient workforce during crisis.Keywords: Fearself-efficacyresiliencepublic service motivationperceived organizational supportwork engagementjob satisfactionturnover intention Additional informationFundingThis study was supported by the Beijing Social Science Fundation (2020010283); and Renmin University of China: the special developing and guiding fund for building world-class universities (disciplines).Notes on contributorsYuanjie BaoYuanjie Bao is an assistant professor in the School of Public Administration and Policy, Renmin University of China. He is interested in motivation, stress, and leadership.Ying LiuYing Liu is a professor in the School of Public Administration and Policy, Renmin University of China. She is interested in leadership, team, training and development.Zixu ZhangZixu Zhang is a PhD student in Eller College of Management, University of Arizona. She is interested in positive psychology and psychological capital.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136211458","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":"Solo Dance or Pas de Deux? The Sector Stereotype Matters Coproduction","authors":"Fan Yang, Yong Li","doi":"10.1080/15309576.2023.2258115","DOIUrl":"https://doi.org/10.1080/15309576.2023.2258115","url":null,"abstract":"AbstractThis study examines the influence of sector stereotypes on citizens’ willingness to engage in coproduction. We explore the relationships between different sector tags and citizens’ coproduction willingness in the domains of recycling and public safety, using a 2 × 3 experimental design. The findings indicate that citizens show significantly higher coproduction willingness under the government tag compared to the nonprofit tag in recycling but not public safety. In both recycling and public safety, the government–nonprofit nexus significantly enhances individuals’ willingness to engage in coproduction, surpassing the effects of the government or nonprofit tag alone. Furthermore, volunteer experience positively moderates the relationship between the government tag and coproduction willingness while negatively moderating the government–nonprofit nexus and coproduction willingness. Individuals with varying degrees of volunteer experience may perceive coproduction initiatives differently depending on the initiating entity, resulting in differences in willingness to coproduce, possibly due to factors such as role clarity and autonomy. These findings underscore the substantial influence of sector identity on coproduction and highlight the importance of service sector compatibility for effectively mobilizing citizens in coproduction efforts.Keywords: coproductiongovernment–nonprofit nexussector stereotypesurvey experiment Notes1 See Hangzhou 760,000 security patrol volunteers escort G20 (Wang, Citation2016); Hangzhou was commended for the “460,000 Volunteers in the City” activity of domestic waste sorting by central government in 2019 (Bureau of Municipal Affairs in Hangzhou, Citation2020).2 The socioeconomic heterogeneity within these communities resulted in varying intra-community conditions, with diverse social groups such as migrant workers, urban residents, and relocated rural residents affected by urbanization policies. Cluster sampling was utilized in communities with diverse social groups, whereby the population was divided into clusters based on social groupings, and sampling quotas were allocated to each cluster proportional to their population size. A random sample was then taken from each cluster. In communities dominated by a single social group, a systematic sampling approach was employed, selecting samples at fixed intervals from the community roster and adjusted for population size. The selection of the 20 communities ensured their representativeness in terms of population size, socioeconomic conditions, and geographic location within Hangzhou.3 See the detailed 2019 data from Hangzhou's government website (Citation2020) and Municipal Bureau of Statistics in Hangzhou (Citation2020)Additional informationFundingThis work was funded by the National Natural Science Foundation of China (72204088).Notes on contributorsFan YangFan Yang is an associate professor in the School of Government, East China University of Political Science and L","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135537750","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":"Leadership Mobility and Target Adaptation: Does Previous Target Achievement Matter?","authors":"Pan Zhang, Dingjie Liu, Shoujun Lyu","doi":"10.1080/15309576.2023.2259367","DOIUrl":"https://doi.org/10.1080/15309576.2023.2259367","url":null,"abstract":"AbstractTarget setting (or goal setting) is a process of incremental adaptation. Prior studies have mainly focus on organization-level adaptation of performance target setting. Based on the geographical leadership mobility within the Chinese political personnel system, this study explores leader-level adaptation of their organizations’ performance target setting. Using a Chinese province-level panel data-set from 1999 to 2019, we empirically confirm that performance targets in one administrative jurisdiction where the current incumbent provincial governor previously served positively influence performance targets in their current provincial leadership position. Furthermore, if the performance targets in the provincial governor’s previous working locality were achieved successfully, the provincial governor will be more motivated to learn from past target-setting experiences. Finally, provincial governors show significantly different policy learning motivation in economic growth target setting before and after the reform of China’s cadre evaluation system in 2013. These findings show that local executives display conditional learning in their individual-level targets aspiration adaptation process.Keywords: Target settinggeographical leadership mobilityconditional learning modeleconomic growth target Notes1 These functions are also supported by the Chinese Communist Party’s documents, such as Dangzheng Lingdao Ganbu Xuanba Renyong Gongzuo Tiaoli (Regulations on the Selection and Appointment of Party and Government Cadres), Dangzheng Lingdao Ganbu Jiaoliu Gongzuo Guiding (Regulations on the Exchange of Party and Government Cadres).2 We conducted a text analysis of the “major events” section of each province’s yearbook, which records important political and economic events that occurred in each province. We found that there were increased exchanges between them if there was leadership mobility between two regions. For example, Ji Yunshi, the governor of Hebei province, was transferred from Jiangsu province in December 2002. There were three exchanges between the two regions in 2003, and one important event was that Hebei province’s leader visited Jiangsu Province to investigate urbanization reforms. Yu Youjun, the governor of Shanxi province, was transferred from Hunan province in July 2005. A total of two exchanges were recorded in 2006, and the Shanxi province’s leaders visited Hunan province to investigate the reform of government administrative efficiency and business environment. Wang Xiankui, the governor of Heilongjiang province, was transferred from Hunan province in August 2010, and three exchanges between the two regions were recorded which also concentrated on economic development and government organizational reform. Wang Xuejun, the governor of Anhui province, was transferred from the State Council in March 2013, and there was also an increased exchanges between Anhui province and the Central Government and its functional ministries.3 The","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136061417","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 Public Organization Provided a Poor Service: Is There Anything They Can Do to Make It Right with the Citizen?","authors":"James Gerard Caillier","doi":"10.1080/15309576.2023.2257681","DOIUrl":"https://doi.org/10.1080/15309576.2023.2257681","url":null,"abstract":"AbstractThis article aimed to investigate the effectiveness of service recovery strategies in a public organization. Justice theory and cognitive appraisal theory were used to develop hypotheses that predicted the impact of recovery strategies (i.e., the quality of the reperformed service, empathetic apology, and the combined effects of empathetic apology and quality of the reperformed service) on justice perceptions and emotional responses. The notion is that these recovery strategies will compensate citizens for the loss incurred during the service failure, thus increasing their perceptions of justice and emotional responses. No article was found to examine the combined effects of empathetic apology and both high and low reperformance on justice and emotional perceptions. To conduct the study, an online survey experiment consisting of 6 vignettes was administered to 1,000 individuals who were recruited by Qualtrics. Furthermore, the organization in the vignettes where the service failure and recovery occurred was the Department of Motor Vehicles. The results from the analyses supported most of the hypotheses. Reperformed service was generally most beneficial when it was done at a high level. Next, combining empathetic apology and high reperformed service recovery was largely found to be more effective than just employing one service recovery strategy or combining empathetic apology and low reperformance. Finally, performing an empathetic apology and a low reperformance is generally not more effective than employing only one strategy. The implication of these results is thoroughly discussed in the article.Keywords: Service FailureService RecoveryJustice PerceptionsPositive Word-Of-MouthRecovery SatisfactionPublic Organizationsreperformanceempathetic apology Data availability statementThe data for the manuscript is available at https://dataverse.harvard.edu/dataset.xhtml?persistentId=doi:10.7910/DVN/H1FFHZ.Notes1 This point was proposed by an anonymous reviewer.2 Qualtrics recruits individuals from many sources. Consequently, the nominal incentives participants receive vary. For instance, some individuals are airline customers who join to receive SkyMiles, some are retail customers who receive points at their chosen retail outlet, and others are general consumers who receive cash, gift cards, and so forth.Additional informationNotes on contributorsJames Gerard CaillierJames Gerard Caillier is a professor in the Master of Public Administration program at the University of Alabama. His research interests concern organizational behavior, human resources, and citizen attitudes towards agency leaders. His book entitled Abusive Supervision in Government was published in Lexington Books, 2021.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134910637","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":"Impact of Ethical Leadership on Job Satisfaction and Work-Related Burnout among Turkish Street-Level Bureaucrats: The Roles of Public Service Motivation, Perceived Organizational Support, and Red Tape","authors":"Bulent Uluturk, Elgiz Yilmaz Altuntas, Tuba Isik","doi":"10.1080/15309576.2023.2256705","DOIUrl":"https://doi.org/10.1080/15309576.2023.2256705","url":null,"abstract":"AbstractThe present study examines the impact of ethical leadership on job satisfaction and work-related burnout (WRB) among street-level bureaucrats through the mediating roles of public service motivation (PSM), perceived organizational support (POS), and red tape by employing social exchange, conservation of resources, social learning, self-determination, and job demands-resources theories. Data from 712 street-level bureaucrats were collected in three waves in Turkey. The findings of structural equation modeling revealed that ethical leadership not only directly but also indirectly affects job satisfaction and WRB. Moreover, ethical leadership was effective in influencing employees’ perceptions of job demands and resources in public sector organizations. The results are consistent with theoretical predictions that PSM is a motivational construct influenced by leadership and job resources, which in turn affects employee outcomes. The results also indicated that job resources (i.e., perceived organizational support) played a more significant role than job demands (i.e., red tape) in determining the effects of ethical leadership on employee outcomes.Keywords: Ethical leadershipperceived organizational supportpublic managementpublic service motivationred tape Additional informationNotes on contributorsBulent UluturkBulent Uluturk is a member of the Turkish National Police Department. He has received doctoral degree in public administration from the University of Baltimore. His research interests include street-level bureaucracy, leadership, public service motivation, performance, and organizational behavior.Elgiz Yilmaz AltuntasElgiz Yilmaz Altuntas has received her PhD in organizational communication from the Université Bordeaux Montaigne. She is an associate professor in the Department of Communication at the Galatasaray University. Her research interests include brand management, corporate communication, and interpersonal communication.Tuba IsikTuba Isik has completed her doctorate in Istanbul University, Faculty of Communication, Department of Journalism. She is an associate professor in the Department of Public Relations and Advertising at the Agri İbrahim Cecen University. Her research interests focus on digital communication, communication studies, health communication, and mass communication.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135786451","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":"Leading through Tumultuous Events in Public Sector Organizations","authors":"A. Shafaei, Ben Farr-Wharton, Maryam Omari, J. Pooley, Tim Bentley, Fleur Sharafizad, Leigh-ann Onnis","doi":"10.1080/15309576.2023.2246948","DOIUrl":"https://doi.org/10.1080/15309576.2023.2246948","url":null,"abstract":"Abstract Public sector organizations (PSOs) are subject to turbulence and constant change. A PSO’s ability to lead a coherent response to this rapidly changing environment is crucial to ensuring the continuity of public service delivery. The COVID-19 pandemic has highlighted the need for dynamic leadership strategies to address turbulent events and promote resilience in PSOs. This study utilized focus groups and interview data from one large Australian PSO to examine leadership practices that were implemented to respond to a series of turbulent events. Specifically, the study adapted six robust governance strategies (i.e., scalability, prototyping, modularization, bounded autonomy, bricolage, and strategic polyvalence) to explore their pragmatic application in the context of the case PSO in responding to two turbulent events (i.e., relocation and COVID-19 pandemic). Findings show that while deploying all the strategies is beneficial, the power of polyvalent knowledge together with dynamic leadership and governance structures within PSOs is one way that PSOs can continue to respond to ever increasing environmental uncertainty and resource constraints. Practical implications are discussed.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75780487","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":"Are Autonomy and Intrinsic Motivation of Public Servants Lower in Post-Communist States?","authors":"Assel Mussagulova, Chung-an Chen, Adrian Ritz","doi":"10.1080/15309576.2023.2243246","DOIUrl":"https://doi.org/10.1080/15309576.2023.2243246","url":null,"abstract":"Abstract Post-communist states have economic, geopolitical and cultural importance; however, they remain largely under-explored in public management literature. This study applies self-determination theory (SDT) to understand how work context affects perceived autonomy and intrinsic motivation in the public sector of post-communist states, whose administrative context is distinct from that of their counterparts from other administrative traditions. Using the data of 5,662 individuals from the International Social Survey Program we find that public sector employees in post-communist states demonstrate a lower level of autonomy, which in turn, decreases their intrinsic motivation. Our findings provide support to important SDT insights and have implications for public managers.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43268145","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":"Forging a Local Social Economy: On the Institutional Work of Local Governments in South Korea","authors":"C. Claassen, Jung-eun Choi, J. Mair","doi":"10.1080/15309576.2023.2243467","DOIUrl":"https://doi.org/10.1080/15309576.2023.2243467","url":null,"abstract":"Abstract This study investigates the strategies local governments can employ to stimulate the growth of the local social economy sector—a sector associated with improving residents’ subjective well-being. Acknowledging the under-explored but potentially pivotal role of local government as a catalyst, our research uses an institutionalist lens—focusing on institutional work, support, and public-sector entrepreneurship—to examine how local governments can encourage the establishment of social economy organizations. We adopt a Partial Least Squares Model-Structural Equation Modeling approach to analyze data from 69 South Korean urban metropolitan local governments between 2018 and 2020. Our findings reveal a significant positive relationship between the regulatory, administrative, and intermediary support mechanisms implemented by local governments and the scale of the local social economy. By integrating public-sector entrepreneurship with institutional perspectives, our findings enrich existing literature and provide insight into the strategic initiatives local governments can adopt to foster social entrepreneurship.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48770432","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":"How Do Normative Public Values Promote Service Innovative Behavior in Public Organizations: The Roles of Felt Responsibility for Change and Responsible Leadership","authors":"Ai Cam Tran, Trong Tuan Luu, Ngoc Khanh Trinh, X. Nguyen","doi":"10.1080/15309576.2023.2241453","DOIUrl":"https://doi.org/10.1080/15309576.2023.2241453","url":null,"abstract":"Abstract Innovating public services contributes to enhancing citizen satisfaction and trust in public organizations. The aim of our research is to unravel how and when public sector employees’ perceptions of normative public values shape their service innovative behavior. The data were gathered from 572 employees and 68 managers from local-level governments in an Asia-Pacific setting. The positive link was observed between employee perceptions of normative public values and their service innovative behavior. Felt responsibility for change mediated that relationship. Responsible leadership was found to interact with employee perceptions of normative public values to further promote service innovative behavior.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49354664","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":"Financial Sustainability of Hospitals and Equity in Healthcare Access: Using the Social Resource-Based View","authors":"Heewon Lee, A. Han, Keon-Hyung Lee","doi":"10.1080/15309576.2023.2227160","DOIUrl":"https://doi.org/10.1080/15309576.2023.2227160","url":null,"abstract":"Abstract Ensuring financial sustainability is crucial for the long-term success of any organization, as it determines whether it can continue to operate and achieve its mission. While previous studies explored how organizational resources and capabilities affect financial performance, there is limited research on how social and environmental factors impact financial sustainability. This study employs the social resource-based view (SRBV) framework to investigate whether healthcare service providers situated in low-income and minority communities with higher health risks are more financially unsustainable. Our findings reveal that hospitals’ community outreach is a crucial capability for financial sustainability, supporting the assumptions of the social resource-based view. However, the positive effects of community outreach do not hold for hospitals located within minority communities.","PeriodicalId":47571,"journal":{"name":"Public Performance & Management Review","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79945551","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}