Pub Date : 2010-03-01DOI: 10.1177/0095399709349695
Christine H. Roch, David W. Pitts, Ignacio Navarro
This article examines how racial and ethnic representation influences the tools that public officials use in designing policy. We use Schneider and Ingram’s policy tools framework to empirically test how racial and ethnic representation affects student discipline outcomes in a sample of Georgia public schools. We find that schools with balanced racial and ethnic representation are more likely to adopt learning-oriented discipline policies, whereas those with imbalanced representation are more likely to implement sanction-oriented policies. The results demonstrate that representation is an important lever in policy design, with broad social and political consequences that extend beyond the immediate organization.
{"title":"Representative Bureaucracy and Policy Tools","authors":"Christine H. Roch, David W. Pitts, Ignacio Navarro","doi":"10.1177/0095399709349695","DOIUrl":"https://doi.org/10.1177/0095399709349695","url":null,"abstract":"This article examines how racial and ethnic representation influences the tools that public officials use in designing policy. We use Schneider and Ingram’s policy tools framework to empirically test how racial and ethnic representation affects student discipline outcomes in a sample of Georgia public schools. We find that schools with balanced racial and ethnic representation are more likely to adopt learning-oriented discipline policies, whereas those with imbalanced representation are more likely to implement sanction-oriented policies. The results demonstrate that representation is an important lever in policy design, with broad social and political consequences that extend beyond the immediate organization.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124991285","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-01DOI: 10.1177/0095399710362524
Kim Loyens, J. Maesschalck
Much research has been done on the way in which individuals in organizations deal with their discretion. This article focuses on the literature on street-level bureaucracy and the literature on ethical decision making. Despite their shared attempt to explain individual behavior and decision making, these research traditions have been developed quite independently. Moreover, although they both list relevant influencing factors, they do not succeed entirely in clarifying how and under which circumstances these factors have an impact on individual behavior and decision making. This article attempts to substantiate how the concept of social mechanism could help to open the black box of causation.
{"title":"Toward a Theoretical Framework for Ethical Decision Making of Street-Level Bureaucracy","authors":"Kim Loyens, J. Maesschalck","doi":"10.1177/0095399710362524","DOIUrl":"https://doi.org/10.1177/0095399710362524","url":null,"abstract":"Much research has been done on the way in which individuals in organizations deal with their discretion. This article focuses on the literature on street-level bureaucracy and the literature on ethical decision making. Despite their shared attempt to explain individual behavior and decision making, these research traditions have been developed quite independently. Moreover, although they both list relevant influencing factors, they do not succeed entirely in clarifying how and under which circumstances these factors have an impact on individual behavior and decision making. This article attempts to substantiate how the concept of social mechanism could help to open the black box of causation.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"165 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116358137","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-01DOI: 10.1177/0095399710362719
S. Kennedy, Deanna Malatesta
A recent Indiana Court of Appeals ruling raises significant concerns about the continuing erosion of the line between public and private, and the proliferation of the “unintended consequences” that flow from sectoral blurring. The authors use that case to introduce a broader discussion of the merits and drawbacks of public–private contracting, and the challenges in distinguishing among organizational types in an era that has seen considerable overlap in organizational characteristics. The authors survey the literature on these subjects and conclude with a discussion of the underappreciated financial, ethical, and constitutional implications of the erosion of clear sectoral distinctions.
{"title":"A Very Tangled Web","authors":"S. Kennedy, Deanna Malatesta","doi":"10.1177/0095399710362719","DOIUrl":"https://doi.org/10.1177/0095399710362719","url":null,"abstract":"A recent Indiana Court of Appeals ruling raises significant concerns about the continuing erosion of the line between public and private, and the proliferation of the “unintended consequences” that flow from sectoral blurring. The authors use that case to introduce a broader discussion of the merits and drawbacks of public–private contracting, and the challenges in distinguishing among organizational types in an era that has seen considerable overlap in organizational characteristics. The authors survey the literature on these subjects and conclude with a discussion of the underappreciated financial, ethical, and constitutional implications of the erosion of clear sectoral distinctions.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128258919","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-01DOI: 10.1177/0095399709366828
James A. Stever
{"title":"Cutting Edge or Reversion","authors":"James A. Stever","doi":"10.1177/0095399709366828","DOIUrl":"https://doi.org/10.1177/0095399709366828","url":null,"abstract":"","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"134 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133504638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-01DOI: 10.1177/0095399710363681
Margaret Stout
This article presents a reconceptualization of public administration within a profoundly different political economy. The depiction is based on an alternative set of assumptions to those most typically held about human nature and the corollary approach to political and economic life. Ideas are drawn from two sets of scholars, each writing respectively at the turn of the last two centuries. As both historical periods are marked by claims of progressivism, the reconceptualization is framed around an alternative understanding of “progress” and exploration of a political economy that would support this different meaning. Specifically, in a relational rather than material understanding of progress, public administration would be transformed into a process of self-governance within political and economic institutions based on assumptions of generative rather than degenerative principles that replace fear with love, scarcity with abundance, self-interest with mutual interest, and dialectical competition and hierarchy with collaboration. Although this might sound utopian at face value, no such notions of perfection are assumed. Rather, the methods of progress—collaboration and cocreation—are simply assumed to be possible and the proper basis for social institutions seeking to foster them. This reconceptualization offers a transformational role for public administration in advocating a new meaning of progress, cocreating political democracy, democratizing the economy, and changing the role of government, in addition to a facilitative role in the resulting political economy.
{"title":"Back to the Future","authors":"Margaret Stout","doi":"10.1177/0095399710363681","DOIUrl":"https://doi.org/10.1177/0095399710363681","url":null,"abstract":"This article presents a reconceptualization of public administration within a profoundly different political economy. The depiction is based on an alternative set of assumptions to those most typically held about human nature and the corollary approach to political and economic life. Ideas are drawn from two sets of scholars, each writing respectively at the turn of the last two centuries. As both historical periods are marked by claims of progressivism, the reconceptualization is framed around an alternative understanding of “progress” and exploration of a political economy that would support this different meaning. Specifically, in a relational rather than material understanding of progress, public administration would be transformed into a process of self-governance within political and economic institutions based on assumptions of generative rather than degenerative principles that replace fear with love, scarcity with abundance, self-interest with mutual interest, and dialectical competition and hierarchy with collaboration. Although this might sound utopian at face value, no such notions of perfection are assumed. Rather, the methods of progress—collaboration and cocreation—are simply assumed to be possible and the proper basis for social institutions seeking to foster them. This reconceptualization offers a transformational role for public administration in advocating a new meaning of progress, cocreating political democracy, democratizing the economy, and changing the role of government, in addition to a facilitative role in the resulting political economy.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"384 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125183323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-01-01DOI: 10.1177/0095399709349910
S. M. King, Bradley S. Chilton, Gary E. Roberts
The definition and nature of the public interest is an ongoing area of debate and controversy among public administration scholars and practitioners. This article’s main thesis is that there exists an identifiable public interest entailing both normative and pragmatic elements that should be a foundational concern of every practicing public administrator. The administrator’s duty entails three factors: (a) the fiduciary duties to the commons as defined and constrained by constitutional principles, (b) policies that are congruent with our democratic values, and (c) the practice of nonidiosyncratic and universalized ethical administrative leadership and decision making. The article addresses this much maligned and dismissed topic by tracing its historical development focusing on the various lenses, working definitions, characteristics, and typologies of the public interest and illustrating their application in a case study of the Federal Communications Commission. The authors conclude with summary reflections and implications for public administration and public policy.
{"title":"Reflections on Defining the Public Interest","authors":"S. M. King, Bradley S. Chilton, Gary E. Roberts","doi":"10.1177/0095399709349910","DOIUrl":"https://doi.org/10.1177/0095399709349910","url":null,"abstract":"The definition and nature of the public interest is an ongoing area of debate and controversy among public administration scholars and practitioners. This article’s main thesis is that there exists an identifiable public interest entailing both normative and pragmatic elements that should be a foundational concern of every practicing public administrator. The administrator’s duty entails three factors: (a) the fiduciary duties to the commons as defined and constrained by constitutional principles, (b) policies that are congruent with our democratic values, and (c) the practice of nonidiosyncratic and universalized ethical administrative leadership and decision making. The article addresses this much maligned and dismissed topic by tracing its historical development focusing on the various lenses, working definitions, characteristics, and typologies of the public interest and illustrating their application in a case study of the Federal Communications Commission. The authors conclude with summary reflections and implications for public administration and public policy.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"241 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115849018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-01-01DOI: 10.1177/0095399709357426
Ian Birdsall
{"title":"Response to Comments on “Looking for the FEMA Guy”","authors":"Ian Birdsall","doi":"10.1177/0095399709357426","DOIUrl":"https://doi.org/10.1177/0095399709357426","url":null,"abstract":"","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126069851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-01-01DOI: 10.1177/0095399709349027
K. Meier, L. O'toole, Alisa Hicklin
Public organizations operate as open systems in settings that can be a source of difficulties for managers and for program performance. The unexpected arrival of two major hurricanes in 2005 caused widespread havoc, and some of the consequences constituted major shocks to public agencies—in particular, to public educational systems. This article assesses whether such shocks caused drops in performance, and whether organization and management contributed to a mitigation of these deleterious effects. Evidence indicates that shocks do disrupt performance but also that staff capacity and stability in street-level personnel of the organizations can reduce or eliminate these negative consequences.
{"title":"I’ve Seen Fire and I’ve Seen Rain","authors":"K. Meier, L. O'toole, Alisa Hicklin","doi":"10.1177/0095399709349027","DOIUrl":"https://doi.org/10.1177/0095399709349027","url":null,"abstract":"Public organizations operate as open systems in settings that can be a source of difficulties for managers and for program performance. The unexpected arrival of two major hurricanes in 2005 caused widespread havoc, and some of the consequences constituted major shocks to public agencies—in particular, to public educational systems. This article assesses whether such shocks caused drops in performance, and whether organization and management contributed to a mitigation of these deleterious effects. Evidence indicates that shocks do disrupt performance but also that staff capacity and stability in street-level personnel of the organizations can reduce or eliminate these negative consequences.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127547344","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-01-01DOI: 10.1177/0095399709348781
W. Waugh
This DSF does not necessarily mark the end of the excellent conversation on Hurricane Katrina and emergency management that was sparked by Dr.Ian Birdsall. If anyone has something else to contribute we certainly welcome it. Assuming that is unlikely, I wanted to honor the tradition of giving the person who kicked off a discussion a some last words. Thus after a comment by Dr. William Waugh we have Dr. Ian Birdsall’s final remarks.
{"title":"Looking for the FEMA Guy, Mayor, Local Planning Guy, Governor, and Others","authors":"W. Waugh","doi":"10.1177/0095399709348781","DOIUrl":"https://doi.org/10.1177/0095399709348781","url":null,"abstract":"This DSF does not necessarily mark the end of the excellent conversation on Hurricane Katrina and emergency management that was sparked by Dr.Ian Birdsall. If anyone has something else to contribute we certainly welcome it. Assuming that is unlikely, I wanted to honor the tradition of giving the person who kicked off a discussion a some last words. Thus after a comment by Dr. William Waugh we have Dr. Ian Birdsall’s final remarks.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127119201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-01-01DOI: 10.1177/0095399709349698
Sharon R. Paynter, R. Kearney
Scholars and human resource practitioners agree that effective performance appraisal systems have clear objectives, reliable and valid appraisal methodology, separation of personal judgments from job-based performance assessments, acceptance by employees, and leadership commitment. Using data from state reports, surveys, case histories, personal interviews, and judicial performance appraisal studies, this article juxtaposes judicial performance evaluation (JPE) and the criteria for effective appraisal systems to address the question of whether judicial independence can be preserved when judges’ performance is systematically evaluated by multiple raters. The authors conclude that JPE is an effective performance appraisal tool that can satisfy the need for accountability to the public while protecting judicial independence.
{"title":"Who Watches the Watchmen?","authors":"Sharon R. Paynter, R. Kearney","doi":"10.1177/0095399709349698","DOIUrl":"https://doi.org/10.1177/0095399709349698","url":null,"abstract":"Scholars and human resource practitioners agree that effective performance appraisal systems have clear objectives, reliable and valid appraisal methodology, separation of personal judgments from job-based performance assessments, acceptance by employees, and leadership commitment. Using data from state reports, surveys, case histories, personal interviews, and judicial performance appraisal studies, this article juxtaposes judicial performance evaluation (JPE) and the criteria for effective appraisal systems to address the question of whether judicial independence can be preserved when judges’ performance is systematically evaluated by multiple raters. The authors conclude that JPE is an effective performance appraisal tool that can satisfy the need for accountability to the public while protecting judicial independence.","PeriodicalId":153353,"journal":{"name":"Administration and Society","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114192878","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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