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United States Federal Employee Development in Turbulent Times: Using Job Demands-Resources Theory to Explain Changes in Perceived Performance and Turnover Intention During the COVID-19 Pandemic 动荡时期的美国联邦雇员发展：利用工作需求-资源理论解释 COVID-19 大流行期间感知绩效和离职意向的变化
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2024-01-04 DOI: 10.1177/0734371x231220860
M. Emidy
{"title":"United States Federal Employee Development in Turbulent Times: Using Job Demands-Resources Theory to Explain Changes in Perceived Performance and Turnover Intention During the COVID-19 Pandemic","authors":"M. Emidy","doi":"10.1177/0734371x231220860","DOIUrl":"https://doi.org/10.1177/0734371x231220860","url":null,"abstract":"Under conditions of organizational turbulence, it is crucial to staff organizations with public servants who feel committed and capable of creating public value. However, managers may neglect training and development during turbulent times while they attempt to protect the technical core of the agency. This study draws on job demands-resources theory (JD-R) to understand the role of job-related training and resources on perceived work unit performance and turnover intention during the COVID-19 pandemic. Using the 2020 Federal Employee Viewpoint Survey (FEVS), I find that workers who reported needing, but not receiving, training or resources to cope with new work roles were more likely to report a deterioration in their work unit’s performance and to report new intentions to leave their job. These effects were stronger when an employee’s demands increased over the pandemic. The findings emphasize the importance of balancing demands and resources as organizational leaders react to turbulent conditions.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"27 11","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139386992","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}
引用次数: 0
Public Sector Collective Bargaining: A Meta-Review 公共部门集体谈判：元综述
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2024-01-03 DOI: 10.1177/0734371x231216946
P. Federman, S. Viswanath, Norma M. Riccucci
{"title":"Public Sector Collective Bargaining: A Meta-Review","authors":"P. Federman, S. Viswanath, Norma M. Riccucci","doi":"10.1177/0734371x231216946","DOIUrl":"https://doi.org/10.1177/0734371x231216946","url":null,"abstract":"Public sector labor unions and their commitment to collective bargaining are central to the study of public sector human resource management. This study explores collective bargaining scholarship in the United States as exemplified in the public administration literature. Systematically coding 220 articles from the top fifteen (mainstream) peer-reviewed public administration journals over a period of 50 years (1970–2020), this study examines how public sector collective bargaining is framed and conceptualized in public administration research, identifying, and studying the dimensions of public sector collective bargaining research in the United States. The primary purpose of this article is to map trends and gaps in local, state, and federal public sector collective bargaining scholarship, which is an essential public personnel function in need of further academic attention. It is also hoped that this study could stimulate future research into public sector collective bargaining.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"29 2","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139451510","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}
引用次数: 0
Process and Content in Performance Management: How Consistency and Supervisor Developmental Feedback Decrease Emotional Exhaustion Via High-Quality LMX 绩效管理的过程与内容：一致性和主管发展反馈如何通过高质量的 LMX 减少情感枯竭
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-30 DOI: 10.1177/0734371x231220938
Isabeau Van Strydonck, Adelien Decramer, Riccardo Peccei, Mieke Audenaert
{"title":"Process and Content in Performance Management: How Consistency and Supervisor Developmental Feedback Decrease Emotional Exhaustion Via High-Quality LMX","authors":"Isabeau Van Strydonck, Adelien Decramer, Riccardo Peccei, Mieke Audenaert","doi":"10.1177/0734371x231220938","DOIUrl":"https://doi.org/10.1177/0734371x231220938","url":null,"abstract":"Performance Management (PM) is often criticized for undermining employee emotional exhaustion. To avoid such unintended consequences, this study investigates how PM can be of benefit to employee emotional exhaustion by integrating both process and content aspects of PM. Results show that a consistent PM process, in which the same performance expectations are maintained across the different practices of performance planning, monitoring, and evaluation, is negatively related to employees’ emotional exhaustion, indirectly via the development of high-quality Leader-Member Exchange (LMX) relationships. Second, we found that, in terms of the content, supervisor developmental feedback acts as a moderator, determining the need to implement PM as a consistent process. A consistent PM process was especially important when the feedback provided throughout the PM process involved a lesser developmental content. When employees already received a large amount of developmental feedback, the degree to which the PM process was characterized by consistency made no difference to outcomes.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" 41","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139141440","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}
引用次数: 0
Do Motivated Public Servants Behave More Ethically? 有动力的公务员行为更合乎道德吗？
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-30 DOI: 10.1177/0734371x231216944
Don S. Lee, Soonae Park
{"title":"Do Motivated Public Servants Behave More Ethically?","authors":"Don S. Lee, Soonae Park","doi":"10.1177/0734371x231216944","DOIUrl":"https://doi.org/10.1177/0734371x231216944","url":null,"abstract":"Understanding who behaves more ethically and how to boost one’s ethical decision making are important but relatively neglected human resource management (HRM) questions. To fill this gap, we extend recent experimental research on the role of public service motivation (PSM) in enhancing ethical behavior by leveraging a unique setting of anti-corruption reform in South Korea. Building on the difference-in-differences design in a quasi-experimental setting with more than 10,000 civil servants, gathered as part of a representative survey, we find that not only do civil servants’ higher levels of PSM lead to more ethical behavior but that their colleagues with higher levels of PSM are also perceived to be more ethical after policy implementation. As the first quasi-experimental research attempting to estimate PSM’s causal effect on ethical behavioral change, with the largest survey samples to date, our analysis has important implications regarding the greater efficacy of anti-corruption policies and the role of PSM in this context.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" 2","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139141122","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}
引用次数: 0
One Size Fits All? Exploring Motivation for Public Employees With a Job Fit Framework and Response Surface Analysis 一刀切？用工作契合度框架和响应面分析法探讨公务员的工作动机
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-30 DOI: 10.1177/0734371x231218898
Carrie Oelberger, Alyce Eaton, Jung Ho Choi
{"title":"One Size Fits All? Exploring Motivation for Public Employees With a Job Fit Framework and Response Surface Analysis","authors":"Carrie Oelberger, Alyce Eaton, Jung Ho Choi","doi":"10.1177/0734371x231218898","DOIUrl":"https://doi.org/10.1177/0734371x231218898","url":null,"abstract":"To advance tailored recruitment, management, and on-the-job socialization, we present a complementary “job fit” framework that integrates intrinsic, extrinsic, relational, and prosocial job design attributes. Employing polynomial regression models and response surface analysis, we capture and display three-dimensionally whether, when, and how the match (or mismatch) between employee preferences and experiences relates to job satisfaction. Using a large, cross-national sample of public employees, we illustrate this framework and methodology through analysis of matched preferences, experiences, and job satisfaction across six job attributes. We identified that public employees’ varied experiences of job attributes have differential impacts on job satisfaction, contingent upon preferences for the attribute. The only attribute we identified that was insensitive to employee preferences was job security. We find, for example, that working with others is associated with decreased job satisfaction for those that prefer working alone. These findings support the motivating potential of complementary “job fit” and provide nuanced attention to appropriate methodologies and a broader range of job design attributes.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" October","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139136788","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}
引用次数: 0
Book Review: Civil service systems in East and Southeast Asia 书评：东亚和东南亚的公务员制度
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-22 DOI: 10.1177/0734371x231220868
Chang Yee Kwan
{"title":"Book Review: Civil service systems in East and Southeast Asia","authors":"Chang Yee Kwan","doi":"10.1177/0734371x231220868","DOIUrl":"https://doi.org/10.1177/0734371x231220868","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"27 11","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139164534","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}
引用次数: 0
Defending and Expanding Boundaries: Exploring How COVID-19 Triggered Boundary Work Among HR Managers in the Public Sector 捍卫和扩展边界：探索 COVID-19 如何触发公共部门人力资源经理的边界工作
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-22 DOI: 10.1177/0734371x231214994
Daniel Tyskbo
{"title":"Defending and Expanding Boundaries: Exploring How COVID-19 Triggered Boundary Work Among HR Managers in the Public Sector","authors":"Daniel Tyskbo","doi":"10.1177/0734371x231214994","DOIUrl":"https://doi.org/10.1177/0734371x231214994","url":null,"abstract":"While important insights have been provided into the role of HR managers in performing change in the workplace, still little is known about how HR managers themselves are shaped by change, in particular in relation to those changes triggered by radical or disruptive shock events and crisis situations, and in the public sector context. In this study, we aim to address this, using an exploratory qualitative interview study to explore how the serious and profound COVID-19 pandemic triggered boundary work among HR managers in public sector municipalities. Our findings illustrate that COVID-19 triggered HR managers to engage in boundary work in two main ways: either by defending their boundaries (through the two practices of counteracting dumping and counteracting shirking) or by expanding them (through the two practices of facilitating self-fulfillment and facilitating status-enhancement). We discuss how this variation is related to whether the HR managers experienced and made sense of the pandemic mainly as a threat—of being forced into unwanted responsibility—or if they experienced and made sense of it mainly as an opportunity to take advantage of the situation. In showing this, the study makes a number of important contributions to both theory and practice.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"43 27","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138946669","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}
引用次数: 0
Job Autonomy, Role Ambiguity, and Procedural Justice: A Multi-Conditional Process Model of Change-Oriented Organizational Citizenship Behavior in Public Organizations 工作自主性、角色模糊性和程序正义：公共组织中以变革为导向的组织公民行为的多条件过程模型
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-22 DOI: 10.1177/0734371x231214978
Jesse W. Campbell
{"title":"Job Autonomy, Role Ambiguity, and Procedural Justice: A Multi-Conditional Process Model of Change-Oriented Organizational Citizenship Behavior in Public Organizations","authors":"Jesse W. Campbell","doi":"10.1177/0734371x231214978","DOIUrl":"https://doi.org/10.1177/0734371x231214978","url":null,"abstract":"Job autonomy allows employees to act upon contextual knowledge to introduce performance-enhancing work process improvements. However, autonomy is not a sufficient condition for change-oriented organizational citizenship behavior (OCB), as employees may lack the skills, information, or psychological safety necessary to pursue change. I propose a job autonomy-based multi-conditional process model of change-oriented OCB that takes into account the mediating role of job performance and the moderating roles of both role ambiguity and procedural justice. Using a large sample of Korean central and local government workers, I estimate a latent variable moderated mediation model. The results suggest that the effect of job autonomy on change-oriented OCB via job performance is strongest when role ambiguity is low and procedural justice is high. In closing, I argue that public managers need to be cognizant of the subtle factors that shape the impact of job autonomy on employee behavioral outputs.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"74 18","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138945378","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}
引用次数: 0
Why Is Outsourcing Good for Some Employees and Bad for Others? How Demands and Resources Moderate the Outcome 为什么外包对某些员工有利而对另一些员工不利？需求和资源如何调节结果
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-18 DOI: 10.1177/0734371x231214967
Gustav Egede Hansen
{"title":"Why Is Outsourcing Good for Some Employees and Bad for Others? How Demands and Resources Moderate the Outcome","authors":"Gustav Egede Hansen","doi":"10.1177/0734371x231214967","DOIUrl":"https://doi.org/10.1177/0734371x231214967","url":null,"abstract":"Research on public sector outsourcing primarily focuses on costs and quality, whereas studies investigating the consequences for personnel exposed to outsourcing are scarce. Based on increased competition and private ownership, this study hypothesizes that outsourcing negatively affects employee job engagement and burnout, with more adverse consequences when job demands are high and resources are limited. With unique survey and administrative data, the study compares outcomes for outsourced employees and public employees in similar jobs. The analysis shows that outsourced employees have significantly lower engagement and higher burnout, while further analysis shows that outsourced employees are worse off when job demands are high but equally or less affected when job demands are low. Finally, the analysis shows that outsourcing has significant, adverse consequences for less resourceful employees. The results advance our understanding of how outsourcing influences public personnel and highlights the uneven distribution of consequences across employees.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"30 3","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139176223","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}
引用次数: 0
The Fragility of Merit: Erosion of the Foundation of Public Service Under Trump 功绩的脆弱性：特朗普执政时期公共服务基础的侵蚀
IF 3.9 3区 管理学
Review of Public Personnel Administration Pub Date : 2023-12-09 DOI: 10.1177/0734371x231214973
J. Kellough
{"title":"The Fragility of Merit: Erosion of the Foundation of Public Service Under Trump","authors":"J. Kellough","doi":"10.1177/0734371x231214973","DOIUrl":"https://doi.org/10.1177/0734371x231214973","url":null,"abstract":"A professional civil service resting on principles of merit is widely considered an essential and well-established feature of modern government. Nevertheless, the foundation of merit upon which the U.S. federal service is erected is not secure. Indeed, the system is quite fragile. It presumes the presence of a President who understands and is committed to the concept of merit and who has the political will to secure its preservation. This fact was made abundantly clear during the Presidency of Donald J. Trump from January of 2017 to January of 2021. This article describes events during the Trump Presidency that illustrate the fragility of the merit system in the U.S. federal government.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"12 7","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138585846","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}
引用次数: 0
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