Pub Date : 2022-04-11DOI: 10.1177/00910260221085583
T. Alang, P. Stanton, M. Rose
This article explores the impact of inclusive leadership behaviors on Indigenous voice and the perception of workplace inclusion by Indigenous employees in Vietnam public agencies. Drawing from qualitative research with managers and Indigenous employees in three public organizations, we found that, first, inclusive leadership behaviors promoted workplace diversity by supporting Indigenous presence through recruitment; training and development opportunities; and promotion into decision making roles. Second, inclusive leadership facilitated Indigenous belongingness by accepting Indigenous employees as important group members, and sympathizing with their challenges. Third, in the context of a Confucian and collectivist-influenced country, inclusive leadership played a crucial role in valuing Indigenous uniqueness by encouraging their voice over their work; valuing their contributions; and respecting their differences. Theoretical and practical implications are discussed.
{"title":"Enhancing Employee Voice and Inclusion Through Inclusive Leadership in Public Sector Organizations","authors":"T. Alang, P. Stanton, M. Rose","doi":"10.1177/00910260221085583","DOIUrl":"https://doi.org/10.1177/00910260221085583","url":null,"abstract":"This article explores the impact of inclusive leadership behaviors on Indigenous voice and the perception of workplace inclusion by Indigenous employees in Vietnam public agencies. Drawing from qualitative research with managers and Indigenous employees in three public organizations, we found that, first, inclusive leadership behaviors promoted workplace diversity by supporting Indigenous presence through recruitment; training and development opportunities; and promotion into decision making roles. Second, inclusive leadership facilitated Indigenous belongingness by accepting Indigenous employees as important group members, and sympathizing with their challenges. Third, in the context of a Confucian and collectivist-influenced country, inclusive leadership played a crucial role in valuing Indigenous uniqueness by encouraging their voice over their work; valuing their contributions; and respecting their differences. Theoretical and practical implications are discussed.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"309 - 329"},"PeriodicalIF":3.0,"publicationDate":"2022-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42941968","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 : 2022-02-08DOI: 10.1177/00910260221074971
Helen H. Yu
The rising nationwide concerns about violence targeting Asians have highlighted the scant research on Asian American police officers. This article aims to (re)introduce this important dialogue and calls for a commitment from other race and social equity scholars to extend the discourse on racial diversity in policing. Using data on race and ethnicity compiled by the Law Enforcement Management and Administrative Statistics survey, this article compares data from the largest 100 cities ranked by their respective Asian population percentage with the percentage of Asian police officers from those same cities to examine Asian diversity in policing. Analysis reveals that all the cities with the exception of five were underrepresented by Asian police officers, and that more work needs to be done by these police departments if they hope to reflect the diversity of the communities they serve.
{"title":"Racial Diversity in Policing: Do We Need More Asian American Police Officers in Response to the #StopAsianHate Movement?","authors":"Helen H. Yu","doi":"10.1177/00910260221074971","DOIUrl":"https://doi.org/10.1177/00910260221074971","url":null,"abstract":"The rising nationwide concerns about violence targeting Asians have highlighted the scant research on Asian American police officers. This article aims to (re)introduce this important dialogue and calls for a commitment from other race and social equity scholars to extend the discourse on racial diversity in policing. Using data on race and ethnicity compiled by the Law Enforcement Management and Administrative Statistics survey, this article compares data from the largest 100 cities ranked by their respective Asian population percentage with the percentage of Asian police officers from those same cities to examine Asian diversity in policing. Analysis reveals that all the cities with the exception of five were underrepresented by Asian police officers, and that more work needs to be done by these police departments if they hope to reflect the diversity of the communities they serve.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"291 - 308"},"PeriodicalIF":3.0,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43008741","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 : 2021-12-27DOI: 10.1177/00910260211061824
R. Chordiya
Enhancing racial justice, equity, diversity, and inclusion are the core values of public administration and critical to the functions of public-sector strategic human resources management. However, very limited empirical research has delved into the interracial differences in public sector employees’ turnover intentions and its mitigating factors. Using the 2006–2017 Federal Employee Viewpoint Survey data, the present study aims to contribute toward filling this gap in the literature. The theoretical arguments and empirical findings of this study show that when compared with White employees, Federal Black, Indigenous, and Employees of Color (BIEOC) are significantly more likely to intend to leave their current organizations. However, the likelihood of turnover intentions of Federal employees, particularly, BIEOC can be reduced through institutional interventions anchored in pro-diversity management (e.g., commitment to fostering a racially representative workforce), distributive justice in employment outcomes (e.g., in pay and promotions) and procedural justice in organizational processes (e.g., anti-discrimination practices).
{"title":"A Study of Interracial Differences in Turnover Intentions: The Mitigating Role of Pro-Diversity and Justice-Oriented Management","authors":"R. Chordiya","doi":"10.1177/00910260211061824","DOIUrl":"https://doi.org/10.1177/00910260211061824","url":null,"abstract":"Enhancing racial justice, equity, diversity, and inclusion are the core values of public administration and critical to the functions of public-sector strategic human resources management. However, very limited empirical research has delved into the interracial differences in public sector employees’ turnover intentions and its mitigating factors. Using the 2006–2017 Federal Employee Viewpoint Survey data, the present study aims to contribute toward filling this gap in the literature. The theoretical arguments and empirical findings of this study show that when compared with White employees, Federal Black, Indigenous, and Employees of Color (BIEOC) are significantly more likely to intend to leave their current organizations. However, the likelihood of turnover intentions of Federal employees, particularly, BIEOC can be reduced through institutional interventions anchored in pro-diversity management (e.g., commitment to fostering a racially representative workforce), distributive justice in employment outcomes (e.g., in pay and promotions) and procedural justice in organizational processes (e.g., anti-discrimination practices).","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"235 - 260"},"PeriodicalIF":3.0,"publicationDate":"2021-12-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47024950","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 : 2021-12-25DOI: 10.3724/zdxbyxb-2021-0296
Wenhui Lin, Guannan Bai, Wei He, Fei Yang, Wei Li, Yan Min, Ying Lu, Ann Hsing, Shankuan Zhu
: To explore the association between napping status and depressive symptoms in urban residents during the coronavirus disease 2019 (COVID-19) epidemic. : The survey was embedded in the Wellness Living Laboratory-China (WELL China) cohort study. Health and lifestyle information during the COVID-19 epidemic were obtained via the telephone interview from April 8, 2020 to May 29, 2020. A total of 3075 residents aged 18 to from Gongshu district of Hangzhou city with complete data were included in the analyses. The World Health Organization-Five Well-being Index (WHO-5) was used to measure depressive symptoms. Multiple logistic regression model was used to assess the association between napping status and depressive symptoms in the participants. : The prevalence of depressive symptoms was 20.6% in the participants during the epidemic. Daytime napping behavior, especially napping time ≤30 min, was associated with a lower risk of prevalent depressive symptoms (=0.61, 95%: 0.47-0.79, <0.01) and incident depressive symptoms in the population (=0.66, 95%: 0.50-0.88, <0.01). Among those with depressive symptoms at baseline, napping time ≤ was beneficial for the outcome of depressive symptoms (=0.42, 95%: 0.21-0.82, <0.05). : One in five urban residents have depressive symptoms during the COVID-19 epidemic, and a short nap during the day may be a protective factor against depressive symptoms.
{"title":"Association between napping status and depressive symptoms in urban residents during the COVID-19 epidemic.","authors":"Wenhui Lin, Guannan Bai, Wei He, Fei Yang, Wei Li, Yan Min, Ying Lu, Ann Hsing, Shankuan Zhu","doi":"10.3724/zdxbyxb-2021-0296","DOIUrl":"10.3724/zdxbyxb-2021-0296","url":null,"abstract":"<p><p>: To explore the association between napping status and depressive symptoms in urban residents during the coronavirus disease 2019 (COVID-19) epidemic. : The survey was embedded in the Wellness Living Laboratory-China (WELL China) cohort study. Health and lifestyle information during the COVID-19 epidemic were obtained via the telephone interview from April 8, 2020 to May 29, 2020. A total of 3075 residents aged 18 to from Gongshu district of Hangzhou city with complete data were included in the analyses. The World Health Organization-Five Well-being Index (WHO-5) was used to measure depressive symptoms. Multiple logistic regression model was used to assess the association between napping status and depressive symptoms in the participants. : The prevalence of depressive symptoms was 20.6% in the participants during the epidemic. Daytime napping behavior, especially napping time ≤30 min, was associated with a lower risk of prevalent depressive symptoms (=0.61, 95%: 0.47-0.79, <0.01) and incident depressive symptoms in the population (=0.66, 95%: 0.50-0.88, <0.01). Among those with depressive symptoms at baseline, napping time ≤ was beneficial for the outcome of depressive symptoms (=0.42, 95%: 0.21-0.82, <0.05). : One in five urban residents have depressive symptoms during the COVID-19 epidemic, and a short nap during the day may be a protective factor against depressive symptoms.</p>","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"46 1","pages":"741-747"},"PeriodicalIF":0.0,"publicationDate":"2021-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8931595/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76730116","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-13DOI: 10.1177/00910260211056569
Greg Lewis, Jonathan Boyd, Rahul Pathak
This study examines the impact of qualifications and hiring advantages on women’s and minorities’ access to state government jobs, both in managerial and high-salary positions and overall. It also looks at how race and gender differences in representation have changed since 1990 and how they compare with the private sector. All groups, except Latino and Asian men, are more likely than White men to work for state governments, and all groups are more likely to do so than comparable White men. White men remain more likely to be managers and to earn top-decile salaries than comparable White women and people of color. Differences in education, experience, veteran status, and citizenship contribute, in different ways, to each group’s underrepresentation at top levels, but sizable unexplained gaps remain. The good news is that access to top jobs is better in state governments than in the private sector and has improved since 1990.
{"title":"Progress Toward Increasing Women’s and Minorities’ Access to Top State Government Jobs?","authors":"Greg Lewis, Jonathan Boyd, Rahul Pathak","doi":"10.1177/00910260211056569","DOIUrl":"https://doi.org/10.1177/00910260211056569","url":null,"abstract":"This study examines the impact of qualifications and hiring advantages on women’s and minorities’ access to state government jobs, both in managerial and high-salary positions and overall. It also looks at how race and gender differences in representation have changed since 1990 and how they compare with the private sector. All groups, except Latino and Asian men, are more likely than White men to work for state governments, and all groups are more likely to do so than comparable White men. White men remain more likely to be managers and to earn top-decile salaries than comparable White women and people of color. Differences in education, experience, veteran status, and citizenship contribute, in different ways, to each group’s underrepresentation at top levels, but sizable unexplained gaps remain. The good news is that access to top jobs is better in state governments than in the private sector and has improved since 1990.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"213 - 234"},"PeriodicalIF":3.0,"publicationDate":"2021-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49459682","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 : 2021-09-24DOI: 10.1177/00910260211046554
Rik van Berkel, Julia Penning de Vries, E. Knies
This article connects human resource management (HRM) research to studies of street-level bureaucracies and public professionals. It investigates the intermediary role of professional behavior in the HRM–individual performance link in the context of public human service organizations. The article hypothesizes that human resources (HR) practices, aimed at enhancing street-level workers’ abilities, motivation, and opportunities, strengthen these workers’ professional behavior; that professional behavior and individual performance are positively related; and that professional behavior mediates the relationship between HR practices and individual performance. The analysis of findings from a survey study of street-level workers in local welfare agencies implementing welfare-to-work policies in the Netherlands shows support for the mediating role of professional behavior in the HRM–individual performance chain. Based on this evidence, the article concludes that the professional behavior of street-level workers in public human service organizations deserves scrutiny of both HRM scholars and HR practitioners who are interested in promoting the performance of public professionals.
{"title":"Managing Street-Level Bureaucrats’ Performance by Promoting Professional Behavior Through HRM","authors":"Rik van Berkel, Julia Penning de Vries, E. Knies","doi":"10.1177/00910260211046554","DOIUrl":"https://doi.org/10.1177/00910260211046554","url":null,"abstract":"This article connects human resource management (HRM) research to studies of street-level bureaucracies and public professionals. It investigates the intermediary role of professional behavior in the HRM–individual performance link in the context of public human service organizations. The article hypothesizes that human resources (HR) practices, aimed at enhancing street-level workers’ abilities, motivation, and opportunities, strengthen these workers’ professional behavior; that professional behavior and individual performance are positively related; and that professional behavior mediates the relationship between HR practices and individual performance. The analysis of findings from a survey study of street-level workers in local welfare agencies implementing welfare-to-work policies in the Netherlands shows support for the mediating role of professional behavior in the HRM–individual performance chain. Based on this evidence, the article concludes that the professional behavior of street-level workers in public human service organizations deserves scrutiny of both HRM scholars and HR practitioners who are interested in promoting the performance of public professionals.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"172 ","pages":"189 - 212"},"PeriodicalIF":3.0,"publicationDate":"2021-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41282397","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 : 2021-09-24DOI: 10.1177/00910260211046560
Helen H. Yu
In late 2019, Congress passed the Federal Employee Paid Leave Act (FEPLA) establishing parental leave for most federal civilian employees. The new law provides up to 12 weeks of paid leave within 12 months after the birth, adoption, or foster placement of a child occurring on or after October 1, 2020. Despite its recent enactment, this study draws on survey data from 224 civil servants across 39 federal law enforcement agencies to examine the implications of FEPLA for improving work–life balance in the federal sector. Findings suggest that FEPLA will likely improve work–life balance for female civil servants. However, women may also be afraid to use FEPLA due to perceived loss of future promotional opportunities or other workplace visibilities.
{"title":"Improving Work–Life Balance for Female Civil Servants in Law Enforcement: An Exploratory Analysis of the Federal Employee Paid Leave Act","authors":"Helen H. Yu","doi":"10.1177/00910260211046560","DOIUrl":"https://doi.org/10.1177/00910260211046560","url":null,"abstract":"In late 2019, Congress passed the Federal Employee Paid Leave Act (FEPLA) establishing parental leave for most federal civilian employees. The new law provides up to 12 weeks of paid leave within 12 months after the birth, adoption, or foster placement of a child occurring on or after October 1, 2020. Despite its recent enactment, this study draws on survey data from 224 civil servants across 39 federal law enforcement agencies to examine the implications of FEPLA for improving work–life balance in the federal sector. Findings suggest that FEPLA will likely improve work–life balance for female civil servants. However, women may also be afraid to use FEPLA due to perceived loss of future promotional opportunities or other workplace visibilities.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"170 - 188"},"PeriodicalIF":3.0,"publicationDate":"2021-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46894795","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 : 2021-08-20DOI: 10.1177/00910260211039876
Andrew Wesemann
Human capital is one of the most vital assets an organization possesses. Research has demonstrated that human capital is directly related to performance. Thus, there is a clear incentive for organizations to grow their human capital levels. Not surprisingly, then, organizations have created and employed a wide variety of managerial practices focused on further developing human capital within their employees. Yet even as the U.S. government faces forthcoming human capital shortages due to the ongoing retirements of a large segment of its workforce, empirical research investigating the impact of commonly used human capital development practices on performance in the public sector is scarce. Therefore, to gain a deeper understanding of this dynamic relationship, using U.S. federal personnel data, this study analyzes the impact of human capital development practices on agency performance. The results of longitudinal econometric analyses suggest that human capital development practices have positive effects on agency performance.
{"title":"The Performance Rewards of Human Capital Development in the Federal Government","authors":"Andrew Wesemann","doi":"10.1177/00910260211039876","DOIUrl":"https://doi.org/10.1177/00910260211039876","url":null,"abstract":"Human capital is one of the most vital assets an organization possesses. Research has demonstrated that human capital is directly related to performance. Thus, there is a clear incentive for organizations to grow their human capital levels. Not surprisingly, then, organizations have created and employed a wide variety of managerial practices focused on further developing human capital within their employees. Yet even as the U.S. government faces forthcoming human capital shortages due to the ongoing retirements of a large segment of its workforce, empirical research investigating the impact of commonly used human capital development practices on performance in the public sector is scarce. Therefore, to gain a deeper understanding of this dynamic relationship, using U.S. federal personnel data, this study analyzes the impact of human capital development practices on agency performance. The results of longitudinal econometric analyses suggest that human capital development practices have positive effects on agency performance.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"151 - 169"},"PeriodicalIF":3.0,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45800439","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 : 2021-07-30DOI: 10.1177/00910260211034213
V. Zvobgo, Romeo Abraham, Meghna Sabharwal
Emotional labor (EL) involves regulating, managing, and sensing others’ emotions to achieve organizational goals. However, it is often considered a unitary variable, without examining the specific types of emotional labor (i.e., deep acting and surface acting). Thus, the purpose of this research is to extend the under-researched work on surface-acting and deep-acting strategies of EL on job involvement in the public sector by examining the mediating effects of personality–job fit. This research employs the 2016 Merit System Principles survey data to explore the relationship between the variables. Results show that personality–job fit has a positive mediating effect on deep-acting EL and job involvement and a negative mediating effect on surface acting and job involvement. Findings may help administrators understand and prevent the potential results of employees’ EL behavior and the importance of personality–job fit in organizational outcomes.
{"title":"Faking Versus Feeling Emotions: Does Personality–Job Fit Make a Difference","authors":"V. Zvobgo, Romeo Abraham, Meghna Sabharwal","doi":"10.1177/00910260211034213","DOIUrl":"https://doi.org/10.1177/00910260211034213","url":null,"abstract":"Emotional labor (EL) involves regulating, managing, and sensing others’ emotions to achieve organizational goals. However, it is often considered a unitary variable, without examining the specific types of emotional labor (i.e., deep acting and surface acting). Thus, the purpose of this research is to extend the under-researched work on surface-acting and deep-acting strategies of EL on job involvement in the public sector by examining the mediating effects of personality–job fit. This research employs the 2016 Merit System Principles survey data to explore the relationship between the variables. Results show that personality–job fit has a positive mediating effect on deep-acting EL and job involvement and a negative mediating effect on surface acting and job involvement. Findings may help administrators understand and prevent the potential results of employees’ EL behavior and the importance of personality–job fit in organizational outcomes.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"125 - 148"},"PeriodicalIF":3.0,"publicationDate":"2021-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/00910260211034213","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43978803","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 : 2021-05-12DOI: 10.1177/00910260211012713
Min Young Kim, H. Lee
To ensure the quality of the work done in the Korean career civil service system (which is characterized by stability, such as lifelong job security), the public sector must use methods to motivate their employees and improve their performance in the long run. In this study, we propose that grit, as a type of work motivation, can boost employee well-being (i.e., job satisfaction, job stress) and organizational outcomes (i.e., organizational commitment, performance). Therefore, the main objective of this study is to assess the validity of grit among public employees from a collectivist culture; to this end, we use the 2016 survey of Korean public officials (N = 2,070). The results are as follows: (a) grit has a direct positive effect on quality of work life (QWL), (b) QWL can increase employee’s quality of life (QOL), and (c) professionalism and goal-oriented culture negatively and positively regulate grit and QWL. We also examined how employee motivation (e.g., grit) can enrich their QWL and QOL. Altogether, this study supports the argument that human resource (HR) managers should pay attention to grit. To achieve success, one needs not only some level of ability but also the zeal and capacity for hard labor, the latter two of which are considered to constitute grit. Given that, this research targeted grit in the Korean context—not the Western one—and examined its effects in the Korean public sector, where conscientiousness is emphasized.
{"title":"Does Grit Matter to Employees’ Quality of Work Life and Quality of Life? The Case of the Korean Public Sector","authors":"Min Young Kim, H. Lee","doi":"10.1177/00910260211012713","DOIUrl":"https://doi.org/10.1177/00910260211012713","url":null,"abstract":"To ensure the quality of the work done in the Korean career civil service system (which is characterized by stability, such as lifelong job security), the public sector must use methods to motivate their employees and improve their performance in the long run. In this study, we propose that grit, as a type of work motivation, can boost employee well-being (i.e., job satisfaction, job stress) and organizational outcomes (i.e., organizational commitment, performance). Therefore, the main objective of this study is to assess the validity of grit among public employees from a collectivist culture; to this end, we use the 2016 survey of Korean public officials (N = 2,070). The results are as follows: (a) grit has a direct positive effect on quality of work life (QWL), (b) QWL can increase employee’s quality of life (QOL), and (c) professionalism and goal-oriented culture negatively and positively regulate grit and QWL. We also examined how employee motivation (e.g., grit) can enrich their QWL and QOL. Altogether, this study supports the argument that human resource (HR) managers should pay attention to grit. To achieve success, one needs not only some level of ability but also the zeal and capacity for hard labor, the latter two of which are considered to constitute grit. Given that, this research targeted grit in the Korean context—not the Western one—and examined its effects in the Korean public sector, where conscientiousness is emphasized.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"97 - 124"},"PeriodicalIF":3.0,"publicationDate":"2021-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/00910260211012713","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48671703","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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