Pub Date : 2021-03-26DOI: 10.1177/00910260211001397
Imran Hameed, Muhammad Umer Ijaz, Meghna Sabharwal
This study explores how Human Resources (HR) environment (i.e., job autonomy, opportunities for advancement, involved communication, and decisive action) promotes psychological well-being of public employees. We advance the literature by identifying organizational identification (OID) as the underpinning mechanism through which HR environment can foster employees’ well-being. OID is termed as a “social cure,” owing to its strong link with employee health and well-being. The results of structural equation modeling show a positive association among HR practices and OID, which subsequently enhances well-being of public sector employees. Managerial implications for public sector leaders are discussed in detail.
{"title":"The Impact of Human Resources Environment and Organizational Identification on Employees’ Psychological Well-Being","authors":"Imran Hameed, Muhammad Umer Ijaz, Meghna Sabharwal","doi":"10.1177/00910260211001397","DOIUrl":"https://doi.org/10.1177/00910260211001397","url":null,"abstract":"This study explores how Human Resources (HR) environment (i.e., job autonomy, opportunities for advancement, involved communication, and decisive action) promotes psychological well-being of public employees. We advance the literature by identifying organizational identification (OID) as the underpinning mechanism through which HR environment can foster employees’ well-being. OID is termed as a “social cure,” owing to its strong link with employee health and well-being. The results of structural equation modeling show a positive association among HR practices and OID, which subsequently enhances well-being of public sector employees. Managerial implications for public sector leaders are discussed in detail.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"71 - 96"},"PeriodicalIF":3.0,"publicationDate":"2021-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/00910260211001397","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49200944","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 : 2021-03-19DOI: 10.1177/0091026021997853
Cheng Chen, Liang Ma, Zhixia Chen, Peng Wen
Subjective career success of civil servants is a major focus of both scholars and public managers, but few studies have explored its antecedents from the perspective of the expression of a special positive emotion. To narrow the gap regarding the antecedents of civil servants’ subjective career success, we use the broaden-and-build theory of positive emotions to examine whether, how, and when civil servants’ gratitude expression to their supervisors is related to their subjective career success, as well as the mediating role of supervisors’ mentoring and the moderating role of traditionality. By using the survey data of 216 supervisor-subordinate dyads from the Chinese public sector, we found that gratitude expression by subordinates is positively related to their subjective career success, and this relationship is mediated by their supervisors’ mentoring. The relationship between gratitude expression to supervisors and supervisors’ mentoring is positively moderated by supervisor traditionality. Moreover, supervisor traditionality plays a positive moderating role in the association between gratitude expression to supervisors and subjective career success via supervisors’ mentoring. The above relationships are stronger when supervisors have a high level of traditionality. These findings contribute to the literature and generate managerial implications for civil servants’ career success management.
{"title":"Gratitude Expression to Supervisors and Subjective Career Success of Civil Servants: Evidence from China","authors":"Cheng Chen, Liang Ma, Zhixia Chen, Peng Wen","doi":"10.1177/0091026021997853","DOIUrl":"https://doi.org/10.1177/0091026021997853","url":null,"abstract":"Subjective career success of civil servants is a major focus of both scholars and public managers, but few studies have explored its antecedents from the perspective of the expression of a special positive emotion. To narrow the gap regarding the antecedents of civil servants’ subjective career success, we use the broaden-and-build theory of positive emotions to examine whether, how, and when civil servants’ gratitude expression to their supervisors is related to their subjective career success, as well as the mediating role of supervisors’ mentoring and the moderating role of traditionality. By using the survey data of 216 supervisor-subordinate dyads from the Chinese public sector, we found that gratitude expression by subordinates is positively related to their subjective career success, and this relationship is mediated by their supervisors’ mentoring. The relationship between gratitude expression to supervisors and supervisors’ mentoring is positively moderated by supervisor traditionality. Moreover, supervisor traditionality plays a positive moderating role in the association between gratitude expression to supervisors and subjective career success via supervisors’ mentoring. The above relationships are stronger when supervisors have a high level of traditionality. These findings contribute to the literature and generate managerial implications for civil servants’ career success management.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"48 - 70"},"PeriodicalIF":3.0,"publicationDate":"2021-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026021997853","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46463092","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}
Due to the ever-increasing standards required of administrative workloads, service efficiency, and quality, the turnover intentions of public servants in Taiwan have gradually increased over time. This study investigated the critical factors that reduce the turnover intentions of civil servants. The article is intended to offer a theoretical understanding of an organizational learning culture (OLC) and workplace mindfulness. We analyzed data from 331 public servants. Structural equation modeling and the bootstrapping method were used to verify the hypotheses. The results demonstrated that an OLC and workplace mindfulness are positively associated with job satisfaction and negatively associated with turnover intentions. Job satisfaction plays a mediating role between an OLC and turnover intentions and between workplace mindfulness and turnover intentions. This article offers a theoretical inquiry and a practical understanding of strengthening the workplace atmosphere by offering employees a sense of well-being and sustainable career development.
{"title":"Will They Stay or Leave? Interplay of Organizational Learning Culture and Workplace Mindfulness on Job Satisfaction and Turnover Intentions","authors":"Chun-Yu Lin, Chung-Kai Huang, Hung-xin Li, Tai-Wei Chang, Yu-Chia Hsu","doi":"10.1177/0091026021991581","DOIUrl":"https://doi.org/10.1177/0091026021991581","url":null,"abstract":"Due to the ever-increasing standards required of administrative workloads, service efficiency, and quality, the turnover intentions of public servants in Taiwan have gradually increased over time. This study investigated the critical factors that reduce the turnover intentions of civil servants. The article is intended to offer a theoretical understanding of an organizational learning culture (OLC) and workplace mindfulness. We analyzed data from 331 public servants. Structural equation modeling and the bootstrapping method were used to verify the hypotheses. The results demonstrated that an OLC and workplace mindfulness are positively associated with job satisfaction and negatively associated with turnover intentions. Job satisfaction plays a mediating role between an OLC and turnover intentions and between workplace mindfulness and turnover intentions. This article offers a theoretical inquiry and a practical understanding of strengthening the workplace atmosphere by offering employees a sense of well-being and sustainable career development.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"24 - 47"},"PeriodicalIF":3.0,"publicationDate":"2021-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026021991581","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47739115","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 : 2021-03-01DOI: 10.1177/0091026020913072
J. Bowman, J. West
Upon assuming office, executive, legislative, and judicial officials swear an oath as evidence of dedication, commitment, and duty to the Constitution. As such, they play a quintessential role in upholding democratic values. Yet contrasted to codes of ethics, oaths get little recognition in the study of public administration. What attention they do receive focuses primarily on the presidential oath of office. This article examines a little-researched topic: governmental oaths in American states. The inquiry is useful because oaths can help safeguard the integrity of civic institutions. As a distinguishing feature of public service, oath-taking nonetheless may be seen as a routine formality without consequence. The article discusses this rite of passage, explores its past and current functions, reviews the literature, and analyzes state oaths. The work concludes with observations on the prospects of these testimonials in troubled times, times that require the restoration of honor, dignity, and virtue in government.
{"title":"Oaths of Office in American States: Problems and Prospects","authors":"J. Bowman, J. West","doi":"10.1177/0091026020913072","DOIUrl":"https://doi.org/10.1177/0091026020913072","url":null,"abstract":"Upon assuming office, executive, legislative, and judicial officials swear an oath as evidence of dedication, commitment, and duty to the Constitution. As such, they play a quintessential role in upholding democratic values. Yet contrasted to codes of ethics, oaths get little recognition in the study of public administration. What attention they do receive focuses primarily on the presidential oath of office. This article examines a little-researched topic: governmental oaths in American states. The inquiry is useful because oaths can help safeguard the integrity of civic institutions. As a distinguishing feature of public service, oath-taking nonetheless may be seen as a routine formality without consequence. The article discusses this rite of passage, explores its past and current functions, reviews the literature, and analyzes state oaths. The work concludes with observations on the prospects of these testimonials in troubled times, times that require the restoration of honor, dignity, and virtue in government.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"109 - 132"},"PeriodicalIF":3.0,"publicationDate":"2021-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020913072","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42251819","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 : 2021-01-19DOI: 10.1177/0091026020985559
B. Jones
Optimal work experiences in the public sector do not receive the attention they deserve. And, though positive psychology research has shown that flourishing in the workplace is connected to healthier and more fulfilled employees as well as improved organizational performance, the public sector has largely taken a backseat as a subject of study in this field. This article addresses this shortcoming by conducting in-depth interviews of current and former public servants to identify the most prevalent features of their best work experiences and their connection to the components of prominent well-being theories. Five characteristics of positive public service emerged: challenge, efficacy, camaraderie, empowerment, and service. Several well-being components were connected to these characteristics as were other features such as hardship, novelty, leadership, and helping others. These findings provide a stronger theoretical basis to suggest that more can be—and should be—expected of government work.
{"title":"What Makes Government Work Great: The Characteristics of Positive Public Service","authors":"B. Jones","doi":"10.1177/0091026020985559","DOIUrl":"https://doi.org/10.1177/0091026020985559","url":null,"abstract":"Optimal work experiences in the public sector do not receive the attention they deserve. And, though positive psychology research has shown that flourishing in the workplace is connected to healthier and more fulfilled employees as well as improved organizational performance, the public sector has largely taken a backseat as a subject of study in this field. This article addresses this shortcoming by conducting in-depth interviews of current and former public servants to identify the most prevalent features of their best work experiences and their connection to the components of prominent well-being theories. Five characteristics of positive public service emerged: challenge, efficacy, camaraderie, empowerment, and service. Several well-being components were connected to these characteristics as were other features such as hardship, novelty, leadership, and helping others. These findings provide a stronger theoretical basis to suggest that more can be—and should be—expected of government work.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"610 - 628"},"PeriodicalIF":3.0,"publicationDate":"2021-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020985559","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44847466","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 : 2021-01-19DOI: 10.1177/0091026020985907
Yue Li, Wei Xie
Prior research in public management has emphasized the value of change-oriented organizational citizenship behavior (CO-OCB) and provided valuable insights on the antecedents of CO-OCB. However, questions regarding the consequences of CO-OCB have received limited attention. Using data collected from Chinese civil servants, this study utilized a moderated mediation model to examine how CO-OCB relates to turnover intention in the public sector. The results demonstrated that CO-OCB was negatively related to turnover intention through the mediating role of career commitment, and servant leadership moderated the positive association between CO-OCB and career commitment. More importantly, our findings showed that the indirect relationship between CO-OCB and turnover intention through career commitment was more pronounced when servant leadership was higher. Results are discussed in terms of their implications for research and practice.
{"title":"Linking Change-Oriented Organizational Citizenship Behavior to Turnover Intention: Effects of Servant Leadership and Career Commitment","authors":"Yue Li, Wei Xie","doi":"10.1177/0091026020985907","DOIUrl":"https://doi.org/10.1177/0091026020985907","url":null,"abstract":"Prior research in public management has emphasized the value of change-oriented organizational citizenship behavior (CO-OCB) and provided valuable insights on the antecedents of CO-OCB. However, questions regarding the consequences of CO-OCB have received limited attention. Using data collected from Chinese civil servants, this study utilized a moderated mediation model to examine how CO-OCB relates to turnover intention in the public sector. The results demonstrated that CO-OCB was negatively related to turnover intention through the mediating role of career commitment, and servant leadership moderated the positive association between CO-OCB and career commitment. More importantly, our findings showed that the indirect relationship between CO-OCB and turnover intention through career commitment was more pronounced when servant leadership was higher. Results are discussed in terms of their implications for research and practice.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"51 1","pages":"3 - 23"},"PeriodicalIF":3.0,"publicationDate":"2021-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020985907","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44814146","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 : 2020-12-29DOI: 10.1177/0091026020982330
Jaehee Jong, Sue R. Faerman
Although there has been much recent attention to empowerment in public sector research, most of this research focuses on structural empowerment, rather than psychological empowerment, and thus focuses on management practices, rather than on employees’ motivational states. This article examines the processes through which transformational leadership and transactional leadership affect employees’ feelings of psychological empowerment, focusing specifically on the role of goal specificity as a mediating variable. Using data collected from state government employees, the structural equation modeling (SEM) analyses found support for hypotheses that goal specificity mediates the relationships between both transformational and transactional leadership and psychological empowerment. These results contribute to the discussion of transformational and transactional leadership approaches with regard to goal setting in the public sector and provide practical implications that public managers’ leadership behaviors can help employees develop positive attitudes toward goal specificity, which can then lead to feelings of psychological empowerment.
{"title":"The Role of Goal Specificity in the Relationship Between Leadership and Empowerment","authors":"Jaehee Jong, Sue R. Faerman","doi":"10.1177/0091026020982330","DOIUrl":"https://doi.org/10.1177/0091026020982330","url":null,"abstract":"Although there has been much recent attention to empowerment in public sector research, most of this research focuses on structural empowerment, rather than psychological empowerment, and thus focuses on management practices, rather than on employees’ motivational states. This article examines the processes through which transformational leadership and transactional leadership affect employees’ feelings of psychological empowerment, focusing specifically on the role of goal specificity as a mediating variable. Using data collected from state government employees, the structural equation modeling (SEM) analyses found support for hypotheses that goal specificity mediates the relationships between both transformational and transactional leadership and psychological empowerment. These results contribute to the discussion of transformational and transactional leadership approaches with regard to goal setting in the public sector and provide practical implications that public managers’ leadership behaviors can help employees develop positive attitudes toward goal specificity, which can then lead to feelings of psychological empowerment.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"559 - 583"},"PeriodicalIF":3.0,"publicationDate":"2020-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020982330","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47837727","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 : 2020-12-29DOI: 10.1177/0091026020982026
J. Thompson
The federal civil service system is widely regarded as obsolete. The pay of federal employees bears little relation to the market, narrowly defined jobs hamper the assignment of tasks, and byzantine hiring rules impede the procurement of needed skills. The theory of punctuated equilibrium holds that an episode of rapid and dramatic change portends, that the pressures for change will build and that some exogenous event will trigger a reform event similar to what happened in the mid-2000s subsequent to the 9/11 terrorist incident. Does another episode of punctuated equilibrium impend or is change more likely to occur in an incremental manner? Distinctive features of the policy subsystem make evident the improbability of another episode of “grand reform.” Recent developments further highlight a dynamic element whereby small-scale adjustments are being employed to address some of the system’s most dysfunctional aspects.
{"title":"Civil Service Reform Is Dead: Long Live Civil Service Reform","authors":"J. Thompson","doi":"10.1177/0091026020982026","DOIUrl":"https://doi.org/10.1177/0091026020982026","url":null,"abstract":"The federal civil service system is widely regarded as obsolete. The pay of federal employees bears little relation to the market, narrowly defined jobs hamper the assignment of tasks, and byzantine hiring rules impede the procurement of needed skills. The theory of punctuated equilibrium holds that an episode of rapid and dramatic change portends, that the pressures for change will build and that some exogenous event will trigger a reform event similar to what happened in the mid-2000s subsequent to the 9/11 terrorist incident. Does another episode of punctuated equilibrium impend or is change more likely to occur in an incremental manner? Distinctive features of the policy subsystem make evident the improbability of another episode of “grand reform.” Recent developments further highlight a dynamic element whereby small-scale adjustments are being employed to address some of the system’s most dysfunctional aspects.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"584 - 609"},"PeriodicalIF":3.0,"publicationDate":"2020-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020982026","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43006283","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 : 2020-12-17DOI: 10.1177/0091026020977571
Y. Cho, Hyunjin Song
For decades, scholars and practitioners have paid serious attention to how to facilitate extra-role behaviors of employees. While many studies have been conducted, it is not yet clear what factors facilitate or suppress those behaviors within organizations and how those factors interact with each other. The current research focuses on two extra-role behaviors of employees: innovative behavior and organizational citizenship behavior (OCB). Both behaviors have been discussed as determinants of individual and organizational performance. Filling the gap of the existing studies, the current research comprehensively considers organizational characteristics, task characteristics, and motivational factors in explaining those behaviors. Integrating two data sets, the 2015 and 2016 Perception of Public Officials Surveys administered by the Korea Institute of Public Administration (KIPA), we conducted a hierarchical linear model (HLM) analysis to examine the effects of determinants in the Korean context. Based on the multi-level analysis, this research demonstrates the positive influence of autonomy and PSM on both behaviors. Among organizational-level variables, cooperative culture increases the innovative behavior, whereas the lack of organizational support decreases it. We provide several managerial implications based on the findings.
{"title":"How to Facilitate Innovative Behavior and Organizational Citizenship Behavior: Evidence From Public Employees in Korea","authors":"Y. Cho, Hyunjin Song","doi":"10.1177/0091026020977571","DOIUrl":"https://doi.org/10.1177/0091026020977571","url":null,"abstract":"For decades, scholars and practitioners have paid serious attention to how to facilitate extra-role behaviors of employees. While many studies have been conducted, it is not yet clear what factors facilitate or suppress those behaviors within organizations and how those factors interact with each other. The current research focuses on two extra-role behaviors of employees: innovative behavior and organizational citizenship behavior (OCB). Both behaviors have been discussed as determinants of individual and organizational performance. Filling the gap of the existing studies, the current research comprehensively considers organizational characteristics, task characteristics, and motivational factors in explaining those behaviors. Integrating two data sets, the 2015 and 2016 Perception of Public Officials Surveys administered by the Korea Institute of Public Administration (KIPA), we conducted a hierarchical linear model (HLM) analysis to examine the effects of determinants in the Korean context. Based on the multi-level analysis, this research demonstrates the positive influence of autonomy and PSM on both behaviors. Among organizational-level variables, cooperative culture increases the innovative behavior, whereas the lack of organizational support decreases it. We provide several managerial implications based on the findings.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"509 - 537"},"PeriodicalIF":3.0,"publicationDate":"2020-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020977571","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41743486","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 : 2020-12-17DOI: 10.1177/0091026020977562
I. Kang, Benjamin Croft, Barbara A. Bichelmeyer
This study aims to identify important predictors of turnover intention and to characterize subgroups of U.S. federal employees at high risk for turnover intention. Data were drawn from the 2018 Federal Employee Viewpoint Survey (FEVS, unweighted N = 598,003), a nationally representative sample of U.S. federal employees. Machine learning Classification and Regression Tree (CART) analyses were conducted to predict turnover intention and accounted for sample weights. CART analyses identified six at-risk subgroups. Predictor importance scores showed job satisfaction was the strongest predictor of turnover intention, followed by satisfaction with organization, loyalty, accomplishment, involvement in decisions, likeness to job, satisfaction with promotion opportunities, skill development opportunities, organizational tenure, and pay satisfaction. Consequently, Human Resource (HR) departments should seek to implement comprehensive HR practices to enhance employees’ perceptions on job satisfaction, workplace environments and systems, and favorable organizational policies and supports and make tailored interventions for the at-risk subgroups.
{"title":"Predictors of Turnover Intention in U.S. Federal Government Workforce: Machine Learning Evidence That Perceived Comprehensive HR Practices Predict Turnover Intention","authors":"I. Kang, Benjamin Croft, Barbara A. Bichelmeyer","doi":"10.1177/0091026020977562","DOIUrl":"https://doi.org/10.1177/0091026020977562","url":null,"abstract":"This study aims to identify important predictors of turnover intention and to characterize subgroups of U.S. federal employees at high risk for turnover intention. Data were drawn from the 2018 Federal Employee Viewpoint Survey (FEVS, unweighted N = 598,003), a nationally representative sample of U.S. federal employees. Machine learning Classification and Regression Tree (CART) analyses were conducted to predict turnover intention and accounted for sample weights. CART analyses identified six at-risk subgroups. Predictor importance scores showed job satisfaction was the strongest predictor of turnover intention, followed by satisfaction with organization, loyalty, accomplishment, involvement in decisions, likeness to job, satisfaction with promotion opportunities, skill development opportunities, organizational tenure, and pay satisfaction. Consequently, Human Resource (HR) departments should seek to implement comprehensive HR practices to enhance employees’ perceptions on job satisfaction, workplace environments and systems, and favorable organizational policies and supports and make tailored interventions for the at-risk subgroups.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"538 - 558"},"PeriodicalIF":3.0,"publicationDate":"2020-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020977562","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46334208","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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