Pub Date : 2020-09-01DOI: 10.1177/0091026019873681
Mieke Audenaert, B. George, R. Bauwens, A. Decuypere, Anne-Marie K Descamps, Jolien Muylaert, R. Ma, Adelien Decramer
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.
{"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":"49 1","pages":"367 - 392"},"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}
Pub Date : 2020-09-01DOI: 10.1177/0091026019878204
R. Blom
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.
{"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":"49 1","pages":"421 - 443"},"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}
Pub Date : 2020-08-28DOI: 10.1177/0091026020952818
Leonard Bright
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.
{"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":"50 1","pages":"408 - 429"},"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}
Pub Date : 2020-08-10DOI: 10.1177/0091026020944558
G. Lee, Sergio Fernandez, Shinwoo Lee
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.
{"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":"50 1","pages":"381 - 407"},"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}
Pub Date : 2020-08-06DOI: 10.1177/0091026020946476
Xiaojun Lu, Hyun Jung Lee, Seung-Bum Yang, M. Song
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.
{"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":"50 1","pages":"356 - 380"},"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}
Pub Date : 2020-07-27DOI: 10.1177/0091026020934515
Hemin Ali Hassan, Xiaodong Zhang, A. Ahmad, Bangcheng Liu
Implementing change is considered as a difficult task for public organizations. Some individual dispositional factors have been suggested to influence recipient responses to change in public organizations. Past research has shown a link between public service motivation (PSM) and employee positive responses to organizational change. However, the psychological processes underlining this relationship are not specified. Building on the PSM theory and the theory of planned behavior (TPB), this study examines the role of psychological variables (attitude, subjective norm, and perceived behavioral control) in mediating the relationship between PSM and change-supportive intention. A sample of 143 employees is collected from a public university in the Kurdistan Region of Iraq that was going through a change initiative. The results revealed that PSM predicts change-supportive intention, and the relationship between PSM and change-supportive intention is mediated by change-related attitude and subjective norm. The implications of the findings for theory and practice are discussed.
{"title":"Public Service Motivation and Employee Change-Supportive Intention: Utilizing the Theory of Planned Behavior","authors":"Hemin Ali Hassan, Xiaodong Zhang, A. Ahmad, Bangcheng Liu","doi":"10.1177/0091026020934515","DOIUrl":"https://doi.org/10.1177/0091026020934515","url":null,"abstract":"Implementing change is considered as a difficult task for public organizations. Some individual dispositional factors have been suggested to influence recipient responses to change in public organizations. Past research has shown a link between public service motivation (PSM) and employee positive responses to organizational change. However, the psychological processes underlining this relationship are not specified. Building on the PSM theory and the theory of planned behavior (TPB), this study examines the role of psychological variables (attitude, subjective norm, and perceived behavioral control) in mediating the relationship between PSM and change-supportive intention. A sample of 143 employees is collected from a public university in the Kurdistan Region of Iraq that was going through a change initiative. The results revealed that PSM predicts change-supportive intention, and the relationship between PSM and change-supportive intention is mediated by change-related attitude and subjective norm. The implications of the findings for theory and practice are discussed.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"283 - 304"},"PeriodicalIF":3.0,"publicationDate":"2020-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020934515","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49239943","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}
Pub Date : 2020-07-24DOI: 10.1177/0091026020944547
Wisanupong Potipiroon, Achakorn Wongpreedee
Local governments in several developing countries are plagued with corruption. This study draws attention to the role of organizational ethical climate in promoting whistleblowing intentions among local government employees and asks whether public service motivation (PSM) and perceptions of psychological safety mediate this relationship. Based on survey data of 365 employees in 40 local governments in Thailand, our multilevel analysis confirms that the relationships between ethical climate and internal and external whistleblowing intentions were indirect. In particular, psychological safety was found to play a mediating role at both the individual and organizational levels of analysis, whereas the mediating role of PSM was observed only at the individual level. The findings also revealed the presence of “collective PSM” at the organizational level, which in turn helped to facilitate external whistleblowing intentions. This research unveils the importance of individual- and organization-level factors in the whistleblowing decision-making process.
{"title":"Ethical Climate and Whistleblowing Intentions: Testing the Mediating Roles of Public Service Motivation and Psychological Safety Among Local Government Employees","authors":"Wisanupong Potipiroon, Achakorn Wongpreedee","doi":"10.1177/0091026020944547","DOIUrl":"https://doi.org/10.1177/0091026020944547","url":null,"abstract":"Local governments in several developing countries are plagued with corruption. This study draws attention to the role of organizational ethical climate in promoting whistleblowing intentions among local government employees and asks whether public service motivation (PSM) and perceptions of psychological safety mediate this relationship. Based on survey data of 365 employees in 40 local governments in Thailand, our multilevel analysis confirms that the relationships between ethical climate and internal and external whistleblowing intentions were indirect. In particular, psychological safety was found to play a mediating role at both the individual and organizational levels of analysis, whereas the mediating role of PSM was observed only at the individual level. The findings also revealed the presence of “collective PSM” at the organizational level, which in turn helped to facilitate external whistleblowing intentions. This research unveils the importance of individual- and organization-level factors in the whistleblowing decision-making process.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"327 - 355"},"PeriodicalIF":3.0,"publicationDate":"2020-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020944547","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48336386","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}
Pub Date : 2020-07-24DOI: 10.1177/0091026020941043
D. Shim, H. Park, Jaeduk Keum, Sangmook Kim
The present study examines the antecedents of street-level bureaucrats’ work engagement. In particular, this study investigates whether a work-unit manager’s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates’ work engagement by shaping employees’ resources (i.e., job autonomy, goal specificity, public service motivation [PSM], and organizational trust). Data collected from 416 street-level bureaucrats in Korean local government agencies and the analyzed results show that work-unit managers’ servant-leader orientation indirectly influence employees’ work engagement by developing employees’ positive perceptions and attitudes.
{"title":"Street-Level Bureaucrats’ Work Engagement: Can Public Managers’ Servant-Leader Orientation Make a Difference?","authors":"D. Shim, H. Park, Jaeduk Keum, Sangmook Kim","doi":"10.1177/0091026020941043","DOIUrl":"https://doi.org/10.1177/0091026020941043","url":null,"abstract":"The present study examines the antecedents of street-level bureaucrats’ work engagement. In particular, this study investigates whether a work-unit manager’s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates’ work engagement by shaping employees’ resources (i.e., job autonomy, goal specificity, public service motivation [PSM], and organizational trust). Data collected from 416 street-level bureaucrats in Korean local government agencies and the analyzed results show that work-unit managers’ servant-leader orientation indirectly influence employees’ work engagement by developing employees’ positive perceptions and attitudes.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"307 - 326"},"PeriodicalIF":3.0,"publicationDate":"2020-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020941043","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43156383","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}
Pub Date : 2020-07-18DOI: 10.1177/0091026019863450
N. Clarke, M. Higgs
We draw upon the theory of Conservation of Resources (COR) in positing political skill and role overload as influencing perceptions of either resource loss or conservation not previously studied in innovative work behavior. Based on a survey of 249 junior doctors in the United Kingdom, we found that role overload not only had direct positive effects on innovative work behavior but also negatively affects innovative work behavior, mediated through its effects on perceived organizational support. Political skill was positively associated with innovative work behavior, mediated through role-breadth self-efficacy. Our findings support a growing body of literature suggesting that engaging in innovative work behavior is a problem-focused coping strategy to deal with job demands and stressors. Current theorizing that job demands can have positive effects on innovative work behavior needs to be reconsidered given alternative negative effects suggested by COR.
{"title":"Political Skill and Role Overload as Antecedents of Innovative Work Behavior in the Public Sector","authors":"N. Clarke, M. Higgs","doi":"10.1177/0091026019863450","DOIUrl":"https://doi.org/10.1177/0091026019863450","url":null,"abstract":"We draw upon the theory of Conservation of Resources (COR) in positing political skill and role overload as influencing perceptions of either resource loss or conservation not previously studied in innovative work behavior. Based on a survey of 249 junior doctors in the United Kingdom, we found that role overload not only had direct positive effects on innovative work behavior but also negatively affects innovative work behavior, mediated through its effects on perceived organizational support. Political skill was positively associated with innovative work behavior, mediated through role-breadth self-efficacy. Our findings support a growing body of literature suggesting that engaging in innovative work behavior is a problem-focused coping strategy to deal with job demands and stressors. Current theorizing that job demands can have positive effects on innovative work behavior needs to be reconsidered given alternative negative effects suggested by COR.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"444 - 469"},"PeriodicalIF":3.0,"publicationDate":"2020-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019863450","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49329781","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}
Pub Date : 2020-07-16DOI: 10.1177/0091026020938828
Myungjung Kwon, S. Jeon, Yuan Ting
Whistleblowers play a critical role in revealing organizational wrongdoing. Even after the passage of the 1989 Whistleblower Protection Act and the 2012 Whistleblower Protection Enhancement Act, numerous studies find that public employees are still reluctant to report wrongdoing due to various forms of retaliation. Drawing on insights from a framework of predisposition and environmental perspectives, this study examines which type of factors—predisposed characteristics or organizational/environmental factors—are more influential and consistent in increasing the favorable perception of public employees about whistleblowing. To test the model, this study uses multiple waves of data including the 2013, 2014, 2015, and 2016 Federal Employee Viewpoint Surveys to perform agency-level analyses. The findings suggest that organizational/environmental factors increase favorable federal employee perception of whistleblowing over time while predisposed characteristics show inconsistent influence.
{"title":"The Impact of Predisposed Traits and Organizational Factors on the U.S. Federal Employee Perception of Whistleblowing","authors":"Myungjung Kwon, S. Jeon, Yuan Ting","doi":"10.1177/0091026020938828","DOIUrl":"https://doi.org/10.1177/0091026020938828","url":null,"abstract":"Whistleblowers play a critical role in revealing organizational wrongdoing. Even after the passage of the 1989 Whistleblower Protection Act and the 2012 Whistleblower Protection Enhancement Act, numerous studies find that public employees are still reluctant to report wrongdoing due to various forms of retaliation. Drawing on insights from a framework of predisposition and environmental perspectives, this study examines which type of factors—predisposed characteristics or organizational/environmental factors—are more influential and consistent in increasing the favorable perception of public employees about whistleblowing. To test the model, this study uses multiple waves of data including the 2013, 2014, 2015, and 2016 Federal Employee Viewpoint Surveys to perform agency-level analyses. The findings suggest that organizational/environmental factors increase favorable federal employee perception of whistleblowing over time while predisposed characteristics show inconsistent influence.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"258 - 282"},"PeriodicalIF":3.0,"publicationDate":"2020-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020938828","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44018997","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}
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