Pub Date : 2020-12-14DOI: 10.1177/0091026020977565
J. Lim, Kuk-Kyoung Moon
Although transformational leadership (TFL) has been recognized as a significant predictor of follower work behaviors, open questions remain concerning whether its effectiveness is universally valid or contingent on context. Building on social exchange theory and leadership contingency theory, we propose that TFL affects employees’ helping behavior, and this relationship depends on centralized and formalized structural contexts. The results show that TFL is positively associated with employees’ helping behavior; however, when moderated by centralization and formalization, TFL is negatively associated with employees’ helping behavior. The results recognize that organizations’ structural characteristics should not be ignored in TFL literature and practice.
{"title":"Transformational Leadership and Employees’ Helping Behavior in Public Organizations: Does Organizational Structure Matter?","authors":"J. Lim, Kuk-Kyoung Moon","doi":"10.1177/0091026020977565","DOIUrl":"https://doi.org/10.1177/0091026020977565","url":null,"abstract":"Although transformational leadership (TFL) has been recognized as a significant predictor of follower work behaviors, open questions remain concerning whether its effectiveness is universally valid or contingent on context. Building on social exchange theory and leadership contingency theory, we propose that TFL affects employees’ helping behavior, and this relationship depends on centralized and formalized structural contexts. The results show that TFL is positively associated with employees’ helping behavior; however, when moderated by centralization and formalization, TFL is negatively associated with employees’ helping behavior. The results recognize that organizations’ structural characteristics should not be ignored in TFL literature and practice.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"485 - 508"},"PeriodicalIF":3.0,"publicationDate":"2020-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020977565","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48255366","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 : 2020-12-01DOI: 10.1177/0091026019878210
A. Tao, Jesse W. Campbell
Veterans can face difficulties adjusting to civilian employment due to their experiences in highly structured and regimented military service organizations. This study focuses on factors that affect the job satisfaction of veterans employed in the civilian U.S. Federal Government. Drawing on sector imprinting theory, we propose that role clarity will have a stronger link with job satisfaction for government employees who have served in the military than for those who have not. Second, we argue that this difference will dissipate over time, with the importance of role clarity for veterans being strongest at the earliest stages of the transition to civilian employment. We present evidence for our theory from an analysis of the 2013 Federal Employee Viewpoint Survey. Finally, after discussing the limitations of our study, we suggest practical managerial tactics that can complement ambitious public sector veteran employment initiatives.
{"title":"Veterans and Job Satisfaction in the U.S. Federal Government: The Importance of Role Clarity in the First Years of Civilian Employment","authors":"A. Tao, Jesse W. Campbell","doi":"10.1177/0091026019878210","DOIUrl":"https://doi.org/10.1177/0091026019878210","url":null,"abstract":"Veterans can face difficulties adjusting to civilian employment due to their experiences in highly structured and regimented military service organizations. This study focuses on factors that affect the job satisfaction of veterans employed in the civilian U.S. Federal Government. Drawing on sector imprinting theory, we propose that role clarity will have a stronger link with job satisfaction for government employees who have served in the military than for those who have not. Second, we argue that this difference will dissipate over time, with the importance of role clarity for veterans being strongest at the earliest stages of the transition to civilian employment. We present evidence for our theory from an analysis of the 2013 Federal Employee Viewpoint Survey. Finally, after discussing the limitations of our study, we suggest practical managerial tactics that can complement ambitious public sector veteran employment initiatives.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"508 - 531"},"PeriodicalIF":3.0,"publicationDate":"2020-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019878210","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46528699","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 : 2020-12-01DOI: 10.1177/0091026019886332
V. Hunt, L. Rucker, Brinck Kerr
Previous research on gender-based inequality in public-sector state-level bureaucracies finds evidence of glass ceilings and glass walls; however, previous research does not evaluate these factors together, nor does this research extend beyond the late 1990s. This study uses newly available data from the U.S. Equal Employment Opportunity Commission (EEOC)—data spanning from 1995 to 2015 that include the entire universe of female and male administrators—to evaluate this research question: Are gender-based pay disparities and glass walls among administrators in state-level bureaucracies related to the policy/program missions of state agencies? This study observes administrative-level gender-based pay disparities in all state agency types. Furthermore, this study finds evidence of occupational segregation or glass walls in distributive and regulatory agencies, but not in redistributive agencies. The findings indicate some progress for women; however, as recently as 2015, U.S. state bureaucracies, on average, did not achieve gender equity among their administrative ranks.
{"title":"You’ve Come a Long Way, Baby, but You Still Have a Long Way to Go: Gender-Based Pay Inequality in U.S. State Bureaucracies, 1995-2015","authors":"V. Hunt, L. Rucker, Brinck Kerr","doi":"10.1177/0091026019886332","DOIUrl":"https://doi.org/10.1177/0091026019886332","url":null,"abstract":"Previous research on gender-based inequality in public-sector state-level bureaucracies finds evidence of glass ceilings and glass walls; however, previous research does not evaluate these factors together, nor does this research extend beyond the late 1990s. This study uses newly available data from the U.S. Equal Employment Opportunity Commission (EEOC)—data spanning from 1995 to 2015 that include the entire universe of female and male administrators—to evaluate this research question: Are gender-based pay disparities and glass walls among administrators in state-level bureaucracies related to the policy/program missions of state agencies? This study observes administrative-level gender-based pay disparities in all state agency types. Furthermore, this study finds evidence of occupational segregation or glass walls in distributive and regulatory agencies, but not in redistributive agencies. The findings indicate some progress for women; however, as recently as 2015, U.S. state bureaucracies, on average, did not achieve gender equity among their administrative ranks.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"571 - 589"},"PeriodicalIF":3.0,"publicationDate":"2020-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019886332","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43738544","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 : 2020-12-01DOI: 10.1177/0091026019889378
M. Bradbury
Voluntary leave sharing programs allow an employee to donate accumulated leave to a coworker who is experiencing a hardship and has exhausted their leave balance. This study examines a voluntary leave sharing program at a state agency and concludes that the program is an effective strategy for reducing the agency’s unfunded liability posed by accumulated leave balances. Such programs may also be an appealing type of family-friendly benefit as female employees are also more likely to participate in the program and receive more generous donations of leave than their male colleagues.
{"title":"Voluntary Shared Leave: An Exploratory Analysis","authors":"M. Bradbury","doi":"10.1177/0091026019889378","DOIUrl":"https://doi.org/10.1177/0091026019889378","url":null,"abstract":"Voluntary leave sharing programs allow an employee to donate accumulated leave to a coworker who is experiencing a hardship and has exhausted their leave balance. This study examines a voluntary leave sharing program at a state agency and concludes that the program is an effective strategy for reducing the agency’s unfunded liability posed by accumulated leave balances. Such programs may also be an appealing type of family-friendly benefit as female employees are also more likely to participate in the program and receive more generous donations of leave than their male colleagues.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"532 - 546"},"PeriodicalIF":3.0,"publicationDate":"2020-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019889378","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45264277","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 : 2020-10-17DOI: 10.1177/0091026020964504
Chengwei Xu, Chung-an Chen
Motivations for choosing a public service career have long been a core issue in public administration research. This study focuses on China. Using the self-determination theory (SDT) as the basic framework, we revise Chen et al.’s scale which captures multiple motivations for a public service career (MPSC). We then validate the revised scale with responses from a questionnaire. The results show five distinct dimensions of MPSC, and all of them are associated with work-related attitudes and perceptions in different ways. In the conclusion, we discuss the theoretical and practical contributions of this study.
{"title":"Revisiting Motivations for a Public Service Career (MPSC): The Case of China","authors":"Chengwei Xu, Chung-an Chen","doi":"10.1177/0091026020964504","DOIUrl":"https://doi.org/10.1177/0091026020964504","url":null,"abstract":"Motivations for choosing a public service career have long been a core issue in public administration research. This study focuses on China. Using the self-determination theory (SDT) as the basic framework, we revise Chen et al.’s scale which captures multiple motivations for a public service career (MPSC). We then validate the revised scale with responses from a questionnaire. The results show five distinct dimensions of MPSC, and all of them are associated with work-related attitudes and perceptions in different ways. In the conclusion, we discuss the theoretical and practical contributions of this study.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"463 - 484"},"PeriodicalIF":3.0,"publicationDate":"2020-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020964504","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49032605","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 : 2020-10-01DOI: 10.1177/0091026020948188
Paul Battaglio
The evolution of public human resource management (PHRM) has been at the forefront of public administration research for the past two decades. Human resources in the public sector has changed from a focus on developing employee hard skills (e.g., education, training) to advancing a more soft skill approach in the workplace. The emphasis on soft skills takes a closer look at the development of interpersonal relationships (e.g., employees and managers, employees and peers) as well as self-improvement. A soft skills approach pursues managing employee behavior through motivation, commitment, and professional development. As such, the focus is on individual development as an important element to overall organizational well-being. The Volcker Alliance highlighted the importance of soft skills for the future of public service in their recent report, “Preparing Tomorrow’s Public Service.” Results from a survey conducted by the Alliance highlight the significance of soft skills such as commitment (75% of survey respondents expect to stay in government for the long term) and motivation (71% believe they are making good progress in fulfilling their professional aspirations) in the development of future public service leaders. These respondents—a diverse group of regional, governmental, and educational professionals across the United States—also underscored how important these same soft skills are in promoting high-performance government. Mindful of the challenges facing the public workforce, a better understanding of these soft skills and the role of research in advancing evidence-based practice should be a cornerstone of future PHRM research and practice. Advancing dialogue on human resource development for a future generation of public servants will entail: (a) empowering public servants to achieve a meaningful contribution; (b) appreciating the role behavioral science can play in eliciting meaning; and (c) understanding the role diversity plays in a demographically changing world.
{"title":"The Future of Public Human Resource Management","authors":"Paul Battaglio","doi":"10.1177/0091026020948188","DOIUrl":"https://doi.org/10.1177/0091026020948188","url":null,"abstract":"The evolution of public human resource management (PHRM) has been at the forefront of public administration research for the past two decades. Human resources in the public sector has changed from a focus on developing employee hard skills (e.g., education, training) to advancing a more soft skill approach in the workplace. The emphasis on soft skills takes a closer look at the development of interpersonal relationships (e.g., employees and managers, employees and peers) as well as self-improvement. A soft skills approach pursues managing employee behavior through motivation, commitment, and professional development. As such, the focus is on individual development as an important element to overall organizational well-being. The Volcker Alliance highlighted the importance of soft skills for the future of public service in their recent report, “Preparing Tomorrow’s Public Service.” Results from a survey conducted by the Alliance highlight the significance of soft skills such as commitment (75% of survey respondents expect to stay in government for the long term) and motivation (71% believe they are making good progress in fulfilling their professional aspirations) in the development of future public service leaders. These respondents—a diverse group of regional, governmental, and educational professionals across the United States—also underscored how important these same soft skills are in promoting high-performance government. Mindful of the challenges facing the public workforce, a better understanding of these soft skills and the role of research in advancing evidence-based practice should be a cornerstone of future PHRM research and practice. Advancing dialogue on human resource development for a future generation of public servants will entail: (a) empowering public servants to achieve a meaningful contribution; (b) appreciating the role behavioral science can play in eliciting meaning; and (c) understanding the role diversity plays in a demographically changing world.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"499 - 502"},"PeriodicalIF":3.0,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020948188","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44706263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-09-04DOI: 10.1177/0091026020954507
A. M. Brewer
Public organizations are experiencing a burgeoning of workplace challenges involving employee use of social media. Comments, images, or videos ranging from racist remarks, to calls to violence, simple criticism of one’s organization, to full on whistle blowing significantly challenge public organizations’ policies for addressing speech that creates discord in the workplace. With the blurring of lines between personal and professional lives, these challenges create uncertainty for public organizations regarding how to maintain the efficient operation of the workplace, deal with the social and political fallout of such instances, and manage organizational liability. This article performs content analysis on 33 federal lower court opinions involving speech/social media workplace issues. The study analyzes the manner in which the lower courts apply free speech precedent on contemporary workplace speech cases. The findings suggest that patterns emerge from the opinions providing key insights for public managers regarding how to better manage these complex issues.
{"title":"A Manager’s Guide to Free Speech and Social Media in the Public Workplace: An Analysis of the Lower Courts’ Recent Application of Pickering","authors":"A. M. Brewer","doi":"10.1177/0091026020954507","DOIUrl":"https://doi.org/10.1177/0091026020954507","url":null,"abstract":"Public organizations are experiencing a burgeoning of workplace challenges involving employee use of social media. Comments, images, or videos ranging from racist remarks, to calls to violence, simple criticism of one’s organization, to full on whistle blowing significantly challenge public organizations’ policies for addressing speech that creates discord in the workplace. With the blurring of lines between personal and professional lives, these challenges create uncertainty for public organizations regarding how to maintain the efficient operation of the workplace, deal with the social and political fallout of such instances, and manage organizational liability. This article performs content analysis on 33 federal lower court opinions involving speech/social media workplace issues. The study analyzes the manner in which the lower courts apply free speech precedent on contemporary workplace speech cases. The findings suggest that patterns emerge from the opinions providing key insights for public managers regarding how to better manage these complex issues.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"50 1","pages":"430 - 457"},"PeriodicalIF":3.0,"publicationDate":"2020-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026020954507","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44392211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-09-01DOI: 10.1177/0091026019886340
Sungjoo Choi
Over the past couple of decades the interest in flexible work arrangements has increased. This study conducted a longitudinal analysis of the effects of telework on the reduction of employee voluntary turnover. The agency-level data extracted from Office of Personnel Management’s congressional reports and central personnel data files were analyzed. The results show that agencies with more teleworkers reported less voluntary turnover. Agencies that are more supportive of employees’ teleworking also reported lower voluntary turnover. Organizational characteristics including average pay and length of service, and the proportions of different occupational categories, full-time employment, and women also turned out to have significant effects on voluntary turnover of employees.
{"title":"Flexible Work Arrangements and Employee Retention: A Longitudinal Analysis of the Federal Workforces","authors":"Sungjoo Choi","doi":"10.1177/0091026019886340","DOIUrl":"https://doi.org/10.1177/0091026019886340","url":null,"abstract":"Over the past couple of decades the interest in flexible work arrangements has increased. This study conducted a longitudinal analysis of the effects of telework on the reduction of employee voluntary turnover. The agency-level data extracted from Office of Personnel Management’s congressional reports and central personnel data files were analyzed. The results show that agencies with more teleworkers reported less voluntary turnover. Agencies that are more supportive of employees’ teleworking also reported lower voluntary turnover. Organizational characteristics including average pay and length of service, and the proportions of different occupational categories, full-time employment, and women also turned out to have significant effects on voluntary turnover of employees.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"470 - 495"},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019886340","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49572880","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-09-01DOI: 10.1177/0091026019869371
Hyung-Woo Lee, P. Robertson, Kitai Kim
The purpose of this study is to examine whether the determinants of job satisfaction vary between male and female and between White and minority employees of the U.S. federal government. The study investigates nine potential determinants associated with existence, relatedness, growth needs, and organizational equity, based on data from the 2015 Federal Employee Viewpoint Survey. The study uses multiple regression analysis to assess and compare the strength of the relationships between these determinants and work satisfaction among each of four demographic subgroups (White males, White females, minority males, and minority females). Results indicate that there are no dramatic differences among these groups in terms of which factors have the strongest impact on satisfaction. However, a few subtle distinctions are apparent. In particular, employee development is a higher priority for men than for women, and recognition for good work is not as important to minorities as it is to Whites. There is also some evidence of intersectionality, in that pay satisfaction and diversity management are most important to minority women and least important to White men, and workplace participation is most important to White men and least important to minority women. The study provides potential explanations of these findings, and briefly addresses implications for research and practice.
{"title":"Determinants of Job Satisfaction Among U.S. Federal Employees: An Investigation of Racial and Gender Differences","authors":"Hyung-Woo Lee, P. Robertson, Kitai Kim","doi":"10.1177/0091026019869371","DOIUrl":"https://doi.org/10.1177/0091026019869371","url":null,"abstract":"The purpose of this study is to examine whether the determinants of job satisfaction vary between male and female and between White and minority employees of the U.S. federal government. The study investigates nine potential determinants associated with existence, relatedness, growth needs, and organizational equity, based on data from the 2015 Federal Employee Viewpoint Survey. The study uses multiple regression analysis to assess and compare the strength of the relationships between these determinants and work satisfaction among each of four demographic subgroups (White males, White females, minority males, and minority females). Results indicate that there are no dramatic differences among these groups in terms of which factors have the strongest impact on satisfaction. However, a few subtle distinctions are apparent. In particular, employee development is a higher priority for men than for women, and recognition for good work is not as important to minorities as it is to Whites. There is also some evidence of intersectionality, in that pay satisfaction and diversity management are most important to minority women and least important to White men, and workplace participation is most important to White men and least important to minority women. The study provides potential explanations of these findings, and briefly addresses implications for research and practice.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"336 - 366"},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019869371","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45380134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-09-01DOI: 10.1177/0091026019873031
Kwangseon Hwang, Yousueng Han
This article decouples accountability and performance to highlight the cognitive gap in the ability to discern between accountability and performance at the street level. A qualitative content analysis of interviews from child welfare caseworkers provides several noteworthy findings. While these terms share certain common key themes, they also have different characteristics. Both terms may be understood and used interchangeably in practical applications, including serving (the children and families), responsible action (trust), following rules, completing the task, integrity/ethics, and effectiveness. Aside from the common key themes, accountability was also understood as embodying the key themes of explanation/meeting, expectation, and ownership. Conversely, performance was perceived as representing professionalism, skill, and teamwork. In general, when the frontline workers talk about process and relationships, they reference accountability and when they are discussing outcomes, they reference performance. This study highlights common and disparate characteristics associated with accountability and performance that explain why they are pursued simultaneously and why enhancing accountability sometimes does not lead to improving performance and vice versa.
{"title":"Exploring the Sources of Cognitive Gap Between Accountability and Performance","authors":"Kwangseon Hwang, Yousueng Han","doi":"10.1177/0091026019873031","DOIUrl":"https://doi.org/10.1177/0091026019873031","url":null,"abstract":"This article decouples accountability and performance to highlight the cognitive gap in the ability to discern between accountability and performance at the street level. A qualitative content analysis of interviews from child welfare caseworkers provides several noteworthy findings. While these terms share certain common key themes, they also have different characteristics. Both terms may be understood and used interchangeably in practical applications, including serving (the children and families), responsible action (trust), following rules, completing the task, integrity/ethics, and effectiveness. Aside from the common key themes, accountability was also understood as embodying the key themes of explanation/meeting, expectation, and ownership. Conversely, performance was perceived as representing professionalism, skill, and teamwork. In general, when the frontline workers talk about process and relationships, they reference accountability and when they are discussing outcomes, they reference performance. This study highlights common and disparate characteristics associated with accountability and performance that explain why they are pursued simultaneously and why enhancing accountability sometimes does not lead to improving performance and vice versa.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"49 1","pages":"393 - 420"},"PeriodicalIF":3.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0091026019873031","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47603484","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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