Pub Date : 2023-01-10DOI: 10.1177/00910260221146145
A. Løkke, A. Villadsen, Anne Skipper Bach
This study investigates the effects of optimal rule control on recruitment and selection practices in public organizations. Although rules are argued to constrain organizational practices and organizational performance, there is limited knowledge about the relationship of optimal rule control to recruitment and selection practices from a managerial perspective. By conducting a study with survey responses from 1,000 public frontline managers, combined with administrative data, this article investigates how optimal rule control is associated with the formation of recruitment objectives and selections based on values and cultural fit. Findings indicate a positive relationship between optimal rule control and the formation of recruitment objectives and selections based on fit. Unexpectedly, managerial tenure does not seem to moderate the association between optimal rule control and recruitment and selection practices. The study contributes to the public human resource management literature by focusing on the influence of organizational rules on human resource practices.
{"title":"Recruitment and Selection in the Public Sector: Do Rules Shape Managers’ Practices?","authors":"A. Løkke, A. Villadsen, Anne Skipper Bach","doi":"10.1177/00910260221146145","DOIUrl":"https://doi.org/10.1177/00910260221146145","url":null,"abstract":"This study investigates the effects of optimal rule control on recruitment and selection practices in public organizations. Although rules are argued to constrain organizational practices and organizational performance, there is limited knowledge about the relationship of optimal rule control to recruitment and selection practices from a managerial perspective. By conducting a study with survey responses from 1,000 public frontline managers, combined with administrative data, this article investigates how optimal rule control is associated with the formation of recruitment objectives and selections based on values and cultural fit. Findings indicate a positive relationship between optimal rule control and the formation of recruitment objectives and selections based on fit. Unexpectedly, managerial tenure does not seem to moderate the association between optimal rule control and recruitment and selection practices. The study contributes to the public human resource management literature by focusing on the influence of organizational rules on human resource practices.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"218 - 239"},"PeriodicalIF":3.0,"publicationDate":"2023-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47676090","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 : 2022-12-13DOI: 10.1177/00910260221140398
Didde Cramer Jensen, Ane-Kathrine Lundberg Hansen, Lars Dahl Pedersen, L. B. Andersen
Span of control may be a critical structural condition for ethical leadership. According to social learning theory, emulation and vicarious learning processes are mechanisms through which ethical leaders enhance ethical commitment among employees. However, if the span of control (number of employees per manager) is too wide, ethical leadership can be difficult to practice due to a more distant relationship between manager and employees. Using a mixed method design with survey data and interviews, we analyze the relationship between span of control and ethical leadership among doctors in Danish hospitals. Survey results from the study show no statistical association between span of control and clinical directors’ self-reported ethical leadership. Interviews with employees and managers support this finding by showing how ethical guidance unfolds through social exchange relationships where employees can act as moral professionals. This suggests that span of control is not a critical structural condition for intending and perceiving a high level of ethical leadership. Span of control is indirectly relevant through the perceived distance between manager and employees. The findings thus enhance our understanding of how ethical leadership takes place in complex, professionalized public organizations. This might inspire managers to lower the organizational power distance and promote professionalism.
{"title":"Span of Control and Ethical Leadership in Highly Professionalized Public Organizations","authors":"Didde Cramer Jensen, Ane-Kathrine Lundberg Hansen, Lars Dahl Pedersen, L. B. Andersen","doi":"10.1177/00910260221140398","DOIUrl":"https://doi.org/10.1177/00910260221140398","url":null,"abstract":"Span of control may be a critical structural condition for ethical leadership. According to social learning theory, emulation and vicarious learning processes are mechanisms through which ethical leaders enhance ethical commitment among employees. However, if the span of control (number of employees per manager) is too wide, ethical leadership can be difficult to practice due to a more distant relationship between manager and employees. Using a mixed method design with survey data and interviews, we analyze the relationship between span of control and ethical leadership among doctors in Danish hospitals. Survey results from the study show no statistical association between span of control and clinical directors’ self-reported ethical leadership. Interviews with employees and managers support this finding by showing how ethical guidance unfolds through social exchange relationships where employees can act as moral professionals. This suggests that span of control is not a critical structural condition for intending and perceiving a high level of ethical leadership. Span of control is indirectly relevant through the perceived distance between manager and employees. The findings thus enhance our understanding of how ethical leadership takes place in complex, professionalized public organizations. This might inspire managers to lower the organizational power distance and promote professionalism.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"191 - 217"},"PeriodicalIF":3.0,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43816120","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 : 2022-11-25DOI: 10.1177/00910260221136085
Peter Sørensen, M. Hansen, A. Villadsen
The aim of this study is to research how leaders’ subordinates, peers, and superiors perceive changes in leadership behavior (measured as task, relation, and change orientations) when leaders in their organization participate in formal leadership education. This question is addressed in a longitudinal 3-year study. This article uses data from a panel of respondents (n = 860–897) from four Danish municipalities. Descriptive statistics and leader fixed effects indicate that formal leadership education has a substantial short-term perceived impact on leadership behavior. The most robust finding in the study are the statistically significant correlations between the perception of leadership behavior and the perceiver’s hierarchical position. The study shows significant differences between subordinates, peers, and superiors in their perceptions of the development of leadership behavior over time. Subordinates rate change in leadership behavior as significantly lower than do peers and superiors.
{"title":"Perceived Changes in Leadership Behavior during Formal Leadership Education","authors":"Peter Sørensen, M. Hansen, A. Villadsen","doi":"10.1177/00910260221136085","DOIUrl":"https://doi.org/10.1177/00910260221136085","url":null,"abstract":"The aim of this study is to research how leaders’ subordinates, peers, and superiors perceive changes in leadership behavior (measured as task, relation, and change orientations) when leaders in their organization participate in formal leadership education. This question is addressed in a longitudinal 3-year study. This article uses data from a panel of respondents (n = 860–897) from four Danish municipalities. Descriptive statistics and leader fixed effects indicate that formal leadership education has a substantial short-term perceived impact on leadership behavior. The most robust finding in the study are the statistically significant correlations between the perception of leadership behavior and the perceiver’s hierarchical position. The study shows significant differences between subordinates, peers, and superiors in their perceptions of the development of leadership behavior over time. Subordinates rate change in leadership behavior as significantly lower than do peers and superiors.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"170 - 190"},"PeriodicalIF":3.0,"publicationDate":"2022-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47306457","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 : 2022-11-07DOI: 10.1177/00910260221129529
R. Roberts
Today, public organizations face an increasing challenge of accommodating workplace religious expression by their employees. This article examines the impact of First Amendment workplace religious expression jurisprudence on workplace religious expression by public employees. The article also discusses the impact of Title VII of the Civil Rights Act of 1964, as amended, on the workplace religious expression rights of public employees. The article argues that the complexity of public workplace religious expression jurisprudence may make it difficult for public employers to understand the workplace religious rights of their employees and their rights to regulate the workplace religious practices of their employees to maintain the efficiency and effectiveness of their organizations. The article also argues that public organizations have the capacity to embrace the workplace religious diversity of their employees as part of more extensive efforts to enhance the diversity of their public organizations. Finally, the article analyzes the impact of the U.S. Supreme Court decision in Kennedy v. Bremerton Sch. Dist. (2022) on the workplace religious rights of public employees.
{"title":"Religion in the Public Workplace: A Primer for Public Employers","authors":"R. Roberts","doi":"10.1177/00910260221129529","DOIUrl":"https://doi.org/10.1177/00910260221129529","url":null,"abstract":"Today, public organizations face an increasing challenge of accommodating workplace religious expression by their employees. This article examines the impact of First Amendment workplace religious expression jurisprudence on workplace religious expression by public employees. The article also discusses the impact of Title VII of the Civil Rights Act of 1964, as amended, on the workplace religious expression rights of public employees. The article argues that the complexity of public workplace religious expression jurisprudence may make it difficult for public employers to understand the workplace religious rights of their employees and their rights to regulate the workplace religious practices of their employees to maintain the efficiency and effectiveness of their organizations. The article also argues that public organizations have the capacity to embrace the workplace religious diversity of their employees as part of more extensive efforts to enhance the diversity of their public organizations. Finally, the article analyzes the impact of the U.S. Supreme Court decision in Kennedy v. Bremerton Sch. Dist. (2022) on the workplace religious rights of public employees.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"117 - 139"},"PeriodicalIF":3.0,"publicationDate":"2022-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49124975","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 : 2022-11-03DOI: 10.1177/00910260221126694
Jesse W. Campbell
The introduction of market-based competition into the public service delivery process may incentivize desirable bureaucratic behaviors but may also have unintended effects. Using a sample of public servants from 48 countries and cross-country estimates of public service marketization, this study provides evidence of a competition-based erosion of public service motivation (PSM). Second, using three different estimates of external market competitiveness, the analysis shows that the negative effect of marketization on PSM strengthens as external competitiveness intensifies. This study extends the motivational crowding literature by linking the hypothesis to contextual factors and testing the theory in a cross-national setting.
{"title":"Marketization and Public Service Motivation: Cross-Country Evidence of a Deleterious Effect","authors":"Jesse W. Campbell","doi":"10.1177/00910260221126694","DOIUrl":"https://doi.org/10.1177/00910260221126694","url":null,"abstract":"The introduction of market-based competition into the public service delivery process may incentivize desirable bureaucratic behaviors but may also have unintended effects. Using a sample of public servants from 48 countries and cross-country estimates of public service marketization, this study provides evidence of a competition-based erosion of public service motivation (PSM). Second, using three different estimates of external market competitiveness, the analysis shows that the negative effect of marketization on PSM strengthens as external competitiveness intensifies. This study extends the motivational crowding literature by linking the hypothesis to contextual factors and testing the theory in a cross-national setting.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"91 - 116"},"PeriodicalIF":3.0,"publicationDate":"2022-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43029768","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 : 2022-10-27DOI: 10.1177/00910260221129250
In-Gu Kang, Nayoung Kim, Barbara A. Bichelmeyer
This study identified personal and organizational environmental factors associated with perceived organizational performance (POP) and moderation of race/ethnicity in these relationships with POP in the U.S. federal government employees among 10 health agencies. Cross-sectional, nationally representative data were obtained from the 2017, 2018, and 2019 Federal Employee Viewpoint Surveys, completed by 117,353 (weighed 190,736) employees among 10 health agencies. We employed multivariable linear models of POP to examine associations between job satisfaction and organizational environmental factors and POP and to assess the effects of racial/ethnic minority as a modifier on these relationships after controlling for sampling weights. Job satisfaction, trust in leadership, organizational procedural justice, and diversity management were positively associated with POP. Significant moderating effects of race/ethnicity were observed in the relationships of POP with job satisfaction and diversity management. In the conclusion, we discuss how federal public health agencies strategically develop management practices, particularly for employees of color.
{"title":"Racial/Ethnic Differences in Employee Perceived Organizational Performance, Job Satisfaction, and Diversity Management Among the U.S. Federal Public Health Agencies","authors":"In-Gu Kang, Nayoung Kim, Barbara A. Bichelmeyer","doi":"10.1177/00910260221129250","DOIUrl":"https://doi.org/10.1177/00910260221129250","url":null,"abstract":"This study identified personal and organizational environmental factors associated with perceived organizational performance (POP) and moderation of race/ethnicity in these relationships with POP in the U.S. federal government employees among 10 health agencies. Cross-sectional, nationally representative data were obtained from the 2017, 2018, and 2019 Federal Employee Viewpoint Surveys, completed by 117,353 (weighed 190,736) employees among 10 health agencies. We employed multivariable linear models of POP to examine associations between job satisfaction and organizational environmental factors and POP and to assess the effects of racial/ethnic minority as a modifier on these relationships after controlling for sampling weights. Job satisfaction, trust in leadership, organizational procedural justice, and diversity management were positively associated with POP. Significant moderating effects of race/ethnicity were observed in the relationships of POP with job satisfaction and diversity management. In the conclusion, we discuss how federal public health agencies strategically develop management practices, particularly for employees of color.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"70 - 90"},"PeriodicalIF":3.0,"publicationDate":"2022-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41688254","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 : 2022-10-27DOI: 10.1177/00910260221129840
Nhung T Q Nguyen
Stereotypes about Millennials permeate conversations about public management, often without evidence. Based on generational theory and psychological contract theory, this study hypothesizes and empirically compares affective commitment levels of U.S. federal Millennials and Generation Xers. This study uses a time-lag design with data from the 2011 Federal Viewpoint Survey and the 2004 Federal Human Capital Survey to investigate Millennials and Generation Xers under 30 years old and untangle the generational difference effect while controlling for the age difference. The findings show that Millennials reported slightly higher levels of affective commitment in comparison with Generation Xers (contrary to common stereotypes). This study also reports null findings or the absence of evidence for the differences regarding how managerial practices (support for work–life balance, financial rewards, and meaningful work) influence their affective commitment. In addition, federal employees belonging to the Millennial generation reported work interests differing from the common stereotypes. This study advances public management scholarship regarding affective commitment of generations and young employees, as well as contributing evidence about generational differences in an under-studied field: the public sector. Practically, the findings help reduce erroneous stereotypes and foster effective and equitable management of the public workforce.
{"title":"Are Millennials Different? A Time-Lag Study of Federal Millennial and Generation X Employees’ Affective Commitment","authors":"Nhung T Q Nguyen","doi":"10.1177/00910260221129840","DOIUrl":"https://doi.org/10.1177/00910260221129840","url":null,"abstract":"Stereotypes about Millennials permeate conversations about public management, often without evidence. Based on generational theory and psychological contract theory, this study hypothesizes and empirically compares affective commitment levels of U.S. federal Millennials and Generation Xers. This study uses a time-lag design with data from the 2011 Federal Viewpoint Survey and the 2004 Federal Human Capital Survey to investigate Millennials and Generation Xers under 30 years old and untangle the generational difference effect while controlling for the age difference. The findings show that Millennials reported slightly higher levels of affective commitment in comparison with Generation Xers (contrary to common stereotypes). This study also reports null findings or the absence of evidence for the differences regarding how managerial practices (support for work–life balance, financial rewards, and meaningful work) influence their affective commitment. In addition, federal employees belonging to the Millennial generation reported work interests differing from the common stereotypes. This study advances public management scholarship regarding affective commitment of generations and young employees, as well as contributing evidence about generational differences in an under-studied field: the public sector. Practically, the findings help reduce erroneous stereotypes and foster effective and equitable management of the public workforce.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"143 - 169"},"PeriodicalIF":3.0,"publicationDate":"2022-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46103599","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 : 2022-10-18DOI: 10.1177/00910260221126498
Brad A. M. Johnson, Jerrell D. Coggburn, Jared J. Llorens
Advances in big data and artificial intelligence (AI), including machine learning (ML) and other cognitive computing technologies (CCT), have facilitated the development of human resource management (HRM) applications promising greater efficiency, economy, and effectiveness for public administration (Maciejewski, 2017) and better alignment with the modern, constantly evolving employment landscape. It is not surprising then that these advanced technologies are featured in proposals to elevate the government’s human capital. This article discusses current and emerging AI applications that stand to impact most (if not all) HRM functions and their prospects for elevating public human capital. In particular, this article (a) reviews the current state of the field with regards to AI and HRM, (b) discusses AI’s current and potential impact upon the core functional areas of HRM, (c) identifies the main challenges AI poses to such concerns as public values, equity, and traditional merit system principles, and (d) concludes by identifying research needs for public HRM scholarship and practice that highlight the growing role and influence of AI applications in the workplace.
{"title":"Artificial Intelligence and Public Human Resource Management: Questions for Research and Practice","authors":"Brad A. M. Johnson, Jerrell D. Coggburn, Jared J. Llorens","doi":"10.1177/00910260221126498","DOIUrl":"https://doi.org/10.1177/00910260221126498","url":null,"abstract":"Advances in big data and artificial intelligence (AI), including machine learning (ML) and other cognitive computing technologies (CCT), have facilitated the development of human resource management (HRM) applications promising greater efficiency, economy, and effectiveness for public administration (Maciejewski, 2017) and better alignment with the modern, constantly evolving employment landscape. It is not surprising then that these advanced technologies are featured in proposals to elevate the government’s human capital. This article discusses current and emerging AI applications that stand to impact most (if not all) HRM functions and their prospects for elevating public human capital. In particular, this article (a) reviews the current state of the field with regards to AI and HRM, (b) discusses AI’s current and potential impact upon the core functional areas of HRM, (c) identifies the main challenges AI poses to such concerns as public values, equity, and traditional merit system principles, and (d) concludes by identifying research needs for public HRM scholarship and practice that highlight the growing role and influence of AI applications in the workplace.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"538 - 562"},"PeriodicalIF":3.0,"publicationDate":"2022-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"64927378","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 : 2022-09-21DOI: 10.1177/00910260221121101
Tyler Klatt, Matthew R. Fairholm
How an employee perceives their organization has an important influence on their feelings of public service motivation. The public service motivation literature has largely focused on the ways in which public service motivation influences outcomes related to organizational performance and public service outcomes. This research flips the causal arrow, examining how the way employees perceive their organization influences their feelings of public service motivation. Municipal employees in Minnesota, North Dakota, and South Dakota were surveyed to explore the relationship between perceived organizational traits and public service motivation. Using four linear regression models, we find evidence that organizations perceived as having human resource traits and symbolic traits each promoted the public service motivation of employees. The results also indicate that there may be a positive relationship between structural traits and a negative relationship between political traits and public service motivation.
{"title":"Promote or Deter: How Organizations Influence Public Service Motivation","authors":"Tyler Klatt, Matthew R. Fairholm","doi":"10.1177/00910260221121101","DOIUrl":"https://doi.org/10.1177/00910260221121101","url":null,"abstract":"How an employee perceives their organization has an important influence on their feelings of public service motivation. The public service motivation literature has largely focused on the ways in which public service motivation influences outcomes related to organizational performance and public service outcomes. This research flips the causal arrow, examining how the way employees perceive their organization influences their feelings of public service motivation. Municipal employees in Minnesota, North Dakota, and South Dakota were surveyed to explore the relationship between perceived organizational traits and public service motivation. Using four linear regression models, we find evidence that organizations perceived as having human resource traits and symbolic traits each promoted the public service motivation of employees. The results also indicate that there may be a positive relationship between structural traits and a negative relationship between political traits and public service motivation.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"33 4","pages":"48 - 69"},"PeriodicalIF":3.0,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41274282","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 : 2022-09-20DOI: 10.1177/00910260221124866
R. Chordiya, L. Hubbell
The principle of pay equity implies that work determined to be equally demanding in terms of skills or qualifications, responsibilities, efforts, and working conditions should be valued and paid equally. However, prevailing gender-based stereotypes and prejudices about female-dominated jobs get in the way of achieving pay equity. Gender biases in compensable job (sub) factors could result in undervaluation and/or omission of relevant job (sub) factors associated with female-dominated jobs, and/or unbalanced/biased interpretation of job (sub) factors by associating them mostly with male-dominated jobs. Using a case study of the Federal job evaluation system for white-collar, non-supervisory Federal jobs the present article argues for a proactive and an intentional inclusion of gender-neutral (sub) factors in job evaluation systems in service of fostering internal pay equity within organizations.
{"title":"Fostering Internal Pay Equity Through Gender Neutral Job Evaluations: A Case Study of the Federal Job Evaluation System","authors":"R. Chordiya, L. Hubbell","doi":"10.1177/00910260221124866","DOIUrl":"https://doi.org/10.1177/00910260221124866","url":null,"abstract":"The principle of pay equity implies that work determined to be equally demanding in terms of skills or qualifications, responsibilities, efforts, and working conditions should be valued and paid equally. However, prevailing gender-based stereotypes and prejudices about female-dominated jobs get in the way of achieving pay equity. Gender biases in compensable job (sub) factors could result in undervaluation and/or omission of relevant job (sub) factors associated with female-dominated jobs, and/or unbalanced/biased interpretation of job (sub) factors by associating them mostly with male-dominated jobs. Using a case study of the Federal job evaluation system for white-collar, non-supervisory Federal jobs the present article argues for a proactive and an intentional inclusion of gender-neutral (sub) factors in job evaluation systems in service of fostering internal pay equity within organizations.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"52 1","pages":"25 - 47"},"PeriodicalIF":3.0,"publicationDate":"2022-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46206748","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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