Pub Date : 2023-05-22DOI: 10.1177/0734371x231175342
Hedva Vinarski-Peretz, Aviv Kidron
This study investigates sectoral differences in the socio-motivational mechanism behind job engagement and organization engagement. Relying on the Job Demands-Resource Model and using a cross-sectional study of 350 employees in the Israeli labor market, we conduct a multiple group comparison and analysis within an SEM framework to identify the mechanisms by which the employment sector relates to the mediating role of PSM via the link between organizational trust and job and organization engagement. Differences were observed between sectors as the presence of PSM empowered the organizational trust effect on two engagement factors (job, organization) only among public servants. More specifically, the findings underline that, first, an individual’s PSM is expressed differently among private than public organizations; second, organization and job engagement are differentially related to antecedents; third, employees may vary in terms of the extent to which they are engaged in their organization role and in their job.
{"title":"Comparing Organizational Trust and Public Service Motivation Influence on Job and Organization Engagement Between Public and Private Sector Organizations Employees","authors":"Hedva Vinarski-Peretz, Aviv Kidron","doi":"10.1177/0734371x231175342","DOIUrl":"https://doi.org/10.1177/0734371x231175342","url":null,"abstract":"This study investigates sectoral differences in the socio-motivational mechanism behind job engagement and organization engagement. Relying on the Job Demands-Resource Model and using a cross-sectional study of 350 employees in the Israeli labor market, we conduct a multiple group comparison and analysis within an SEM framework to identify the mechanisms by which the employment sector relates to the mediating role of PSM via the link between organizational trust and job and organization engagement. Differences were observed between sectors as the presence of PSM empowered the organizational trust effect on two engagement factors (job, organization) only among public servants. More specifically, the findings underline that, first, an individual’s PSM is expressed differently among private than public organizations; second, organization and job engagement are differentially related to antecedents; third, employees may vary in terms of the extent to which they are engaged in their organization role and in their job.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42411494","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 : 2023-04-13DOI: 10.1177/0734371x231155359
J. Pearce, Carrie Wang
We develop and test a more comprehensive theory of the sources and effects of workplace favoritism by drawing on a large, agency-wide sample of U.S. Federal Aviation Administration employees. We report how members of various underrepresented groups differ in their perceptions of a variety of sources of favoritism. We find that their perceptions of friendship favoritism are an important source of perception of workplace favoritism for all employees. We show that perceptions of favoritism are negatively associated with employee trust in their organizations and coworkers, commitment to their organizations, willingness to speak up, and pay satisfaction, with friendship favoritism significantly dominating over most other sources. Further, we find that team leaders, supervisors, managers, and executives, with their greater knowledge of organizational processes, report less favoritism. This and previous research provide practical guidance on how greater transparency may reduce employee perceptions of favoritism in the federal workforce while avoiding discredited formalistic constraints.
{"title":"Favoritism in the Federal Workplace: Are Rules the Solution?","authors":"J. Pearce, Carrie Wang","doi":"10.1177/0734371x231155359","DOIUrl":"https://doi.org/10.1177/0734371x231155359","url":null,"abstract":"We develop and test a more comprehensive theory of the sources and effects of workplace favoritism by drawing on a large, agency-wide sample of U.S. Federal Aviation Administration employees. We report how members of various underrepresented groups differ in their perceptions of a variety of sources of favoritism. We find that their perceptions of friendship favoritism are an important source of perception of workplace favoritism for all employees. We show that perceptions of favoritism are negatively associated with employee trust in their organizations and coworkers, commitment to their organizations, willingness to speak up, and pay satisfaction, with friendship favoritism significantly dominating over most other sources. Further, we find that team leaders, supervisors, managers, and executives, with their greater knowledge of organizational processes, report less favoritism. This and previous research provide practical guidance on how greater transparency may reduce employee perceptions of favoritism in the federal workforce while avoiding discredited formalistic constraints.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45551401","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 : 2023-04-04DOI: 10.1177/0734371x231162045
Max Wursthorn, Iris Saliterer, S. Korac
This study examines individual resilience as a central mechanism between work design and work-related outcomes in a context characterized by high demands and acute or prolonged adversity: child and youth welfare during an ongoing pandemic. Expanding on a survey of 602 German professionals, structural equation modeling is applied to analyze (1) the relationship between work design and individual resilience, (2) the relationship between individual resilience and work-related outcomes, and (3) the role of individual resilience as a mediator. The results reveal positive relationships between two work design factors (social impact and feedback) and individual resilience. Other work design factors that have been much debated in the context of the pandemic (i.e., working from home and client contact) were not related to individual resilience. In turn, individual resilience is favorably related to job satisfaction and emotional exhaustion. The results also confirm the mediating role of individual resilience.
{"title":"Individual Resilience at the Heart of Work Design: Public Servants’ Job Satisfaction and Emotional Exhaustion in a Context of Adversity","authors":"Max Wursthorn, Iris Saliterer, S. Korac","doi":"10.1177/0734371x231162045","DOIUrl":"https://doi.org/10.1177/0734371x231162045","url":null,"abstract":"This study examines individual resilience as a central mechanism between work design and work-related outcomes in a context characterized by high demands and acute or prolonged adversity: child and youth welfare during an ongoing pandemic. Expanding on a survey of 602 German professionals, structural equation modeling is applied to analyze (1) the relationship between work design and individual resilience, (2) the relationship between individual resilience and work-related outcomes, and (3) the role of individual resilience as a mediator. The results reveal positive relationships between two work design factors (social impact and feedback) and individual resilience. Other work design factors that have been much debated in the context of the pandemic (i.e., working from home and client contact) were not related to individual resilience. In turn, individual resilience is favorably related to job satisfaction and emotional exhaustion. The results also confirm the mediating role of individual resilience.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48766256","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 : 2023-03-02DOI: 10.1177/0734371x231155794
H. Fitzhugh, G. Michaelides, K. Daniels, S. Connolly, E. Nasamu
This article reports on the largest randomized control trial (with followup) to examine the effects of mindfulness among police officers and staff. The benefits of mindfulness for wellbeing are established, but less is known about long-term impact on employee wellbeing and the implications of individual outcomes at organizational level. In the RCT, both the wellbeing and performance of users of two mindfulness apps over 24 weeks improved as compared to a control group. In responding to calls for consideration of relevance alongside rigor in public administration field experiments, the study also investigated how a large-scale wellbeing intervention was implemented and applied cost-effectiveness methodology to link individual and organizational outcomes and demonstrate cost savings. This additional contextualization showed how to improve implementation of wellbeing interventions for public personnel and demonstrated a method for rigorously assessing whether interventions deliver on both an individual and organizational level.
{"title":"Mindfulness for Performance and Wellbeing in the Police: Linking Individual and Organizational Outcomes","authors":"H. Fitzhugh, G. Michaelides, K. Daniels, S. Connolly, E. Nasamu","doi":"10.1177/0734371x231155794","DOIUrl":"https://doi.org/10.1177/0734371x231155794","url":null,"abstract":"This article reports on the largest randomized control trial (with followup) to examine the effects of mindfulness among police officers and staff. The benefits of mindfulness for wellbeing are established, but less is known about long-term impact on employee wellbeing and the implications of individual outcomes at organizational level. In the RCT, both the wellbeing and performance of users of two mindfulness apps over 24 weeks improved as compared to a control group. In responding to calls for consideration of relevance alongside rigor in public administration field experiments, the study also investigated how a large-scale wellbeing intervention was implemented and applied cost-effectiveness methodology to link individual and organizational outcomes and demonstrate cost savings. This additional contextualization showed how to improve implementation of wellbeing interventions for public personnel and demonstrated a method for rigorously assessing whether interventions deliver on both an individual and organizational level.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44679201","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 : 2023-03-02DOI: 10.1177/0734371x231155357
A. Møller, C. Grøn
Street-level workers are notoriously difficult to manage. Over the years, scholars have highlighted the importance of social dynamics and informal and collective leadership in street-level contexts. Yet, the question of how formal managers can support street-level workers’ performance and well-being remains underexplored. Building on insights from the street-level and generic leadership literatures, the authors seek to delineate a role for formal managers that takes seriously the particularities of the street-level context. The authors develop a concept of street-level leadership that is underpinned by a relational approach and focused on activating street-level workers’ professional knowledge and building supportive communities, with the purpose of supporting professional uses of discretion, conscientious prioritizations, and the ability to handle moral dilemmas and emotional strain. Empirical examples illustrate street-level leadership in practice. Future research should explore the proposed mechanisms and effects of street-level leadership, including important HRM outcomes such as job satisfaction, retention, and burnout.
{"title":"Street-Level Leadership: Re-conceptualizing the Role of the Manager","authors":"A. Møller, C. Grøn","doi":"10.1177/0734371x231155357","DOIUrl":"https://doi.org/10.1177/0734371x231155357","url":null,"abstract":"Street-level workers are notoriously difficult to manage. Over the years, scholars have highlighted the importance of social dynamics and informal and collective leadership in street-level contexts. Yet, the question of how formal managers can support street-level workers’ performance and well-being remains underexplored. Building on insights from the street-level and generic leadership literatures, the authors seek to delineate a role for formal managers that takes seriously the particularities of the street-level context. The authors develop a concept of street-level leadership that is underpinned by a relational approach and focused on activating street-level workers’ professional knowledge and building supportive communities, with the purpose of supporting professional uses of discretion, conscientious prioritizations, and the ability to handle moral dilemmas and emotional strain. Empirical examples illustrate street-level leadership in practice. Future research should explore the proposed mechanisms and effects of street-level leadership, including important HRM outcomes such as job satisfaction, retention, and burnout.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44803551","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 : 2023-02-16DOI: 10.1177/0734371x231152777
Justin M. Stritch, U. Jensen, D. Swindell, Michelle Allgood, Allegra H. Fullerton
Advocates often present veterans as an untapped resource for local governments to boost the public service workforce. However, there is a lack of understanding of how human resource (HR) professionals value military experience when assessing candidate preparedness for a managerial career in public service. We examine how veteran status affects U.S. city and county HR directors’ evaluations of candidates for entry-level managerial positions in local government. Using an experimental design, we randomly assign candidate characteristics of veteran status and gender, and we observe HR directors’ assessments of candidate preparedness. Our findings reveal a premium on veteran status for candidate assessments relative to similar private sector experience in assessments of candidate experience. At the same time, the results are less conclusive when compared to similar public sector experiences. In addition, we find no clear evidence of disparate assessments of candidate preparedness as a function of candidate gender.
{"title":"Veteran Status and Job Candidate Assessments in U.S. Local Governments","authors":"Justin M. Stritch, U. Jensen, D. Swindell, Michelle Allgood, Allegra H. Fullerton","doi":"10.1177/0734371x231152777","DOIUrl":"https://doi.org/10.1177/0734371x231152777","url":null,"abstract":"Advocates often present veterans as an untapped resource for local governments to boost the public service workforce. However, there is a lack of understanding of how human resource (HR) professionals value military experience when assessing candidate preparedness for a managerial career in public service. We examine how veteran status affects U.S. city and county HR directors’ evaluations of candidates for entry-level managerial positions in local government. Using an experimental design, we randomly assign candidate characteristics of veteran status and gender, and we observe HR directors’ assessments of candidate preparedness. Our findings reveal a premium on veteran status for candidate assessments relative to similar private sector experience in assessments of candidate experience. At the same time, the results are less conclusive when compared to similar public sector experiences. In addition, we find no clear evidence of disparate assessments of candidate preparedness as a function of candidate gender.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"1 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65137519","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 : 2023-02-09DOI: 10.1177/0734371x221146718
C. Grøn, L. B. Andersen
Research shows that leadership identity is important for public managers’ behavior, but has until now relied primarily on self-reports. Arguing that leadership identity is a relational concept, this article compares the managers’ experienced leadership identity with the corresponding follower perceived leadership identity and followers’ role perceptions of their leaders. Further, we test whether leadership training affects these concepts. Panel data from 911 municipal employees and their 84 managers confirms that managers experience that they have a more dominant leadership identity relative to their employees’ perception, but that employees see their managers as having a more dominant leadership identity after the managers’ participation in leadership training. Data from 171 managers and their 1,572 employees in another municipality further show that many employees emphasize the professional role of their manager. Our study implies that public managers should consider prioritizing leadership training to strengthen their followers’ perceptions of them as leaders.
{"title":"Developing Perceived and Experienced Identity: How Leadership Training Affects Leadership Identity","authors":"C. Grøn, L. B. Andersen","doi":"10.1177/0734371x221146718","DOIUrl":"https://doi.org/10.1177/0734371x221146718","url":null,"abstract":"Research shows that leadership identity is important for public managers’ behavior, but has until now relied primarily on self-reports. Arguing that leadership identity is a relational concept, this article compares the managers’ experienced leadership identity with the corresponding follower perceived leadership identity and followers’ role perceptions of their leaders. Further, we test whether leadership training affects these concepts. Panel data from 911 municipal employees and their 84 managers confirms that managers experience that they have a more dominant leadership identity relative to their employees’ perception, but that employees see their managers as having a more dominant leadership identity after the managers’ participation in leadership training. Data from 171 managers and their 1,572 employees in another municipality further show that many employees emphasize the professional role of their manager. Our study implies that public managers should consider prioritizing leadership training to strengthen their followers’ perceptions of them as leaders.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46181905","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 : 2023-02-09DOI: 10.1177/0734371x221149137
Galia Cohen, Andrea M. Headley
Procedural justice can impact on street-level bureaucrat (SLB)-citizen encounters as it shapes citizens’ experience with, and perception of, the delivery of public service. Specifically, in police encounters with the public, procedural justice has recently dominated the public discourse due to the tensions around police-community relations. One way to enhance the quality of SLB-citizen encounters is through procedural justice training. Utilizing a mixed methods design, we conduct a two-pronged analysis of (1) the content and teaching time of procedural justice training in state-mandated basic police curricula across U.S. states and (2) the ways training content (i.e., concepts of procedural justice) is conceptualized by the street-level bureaucrats who are the subjects of these curricula. The study identifies deficiencies in the length of the training and highlights discrepancies between the content emphasized in the training and the ways in which SLBs perceive and interpret its utility and applicability. It concludes by offering practical recommendations on how to improve procedural justice competencies, and by way, enhance SLB-citizen encounters through training.
{"title":"Training and ‘Doing’ Procedural Justice in the Frontline of Public Service: Evidence from Police","authors":"Galia Cohen, Andrea M. Headley","doi":"10.1177/0734371x221149137","DOIUrl":"https://doi.org/10.1177/0734371x221149137","url":null,"abstract":"Procedural justice can impact on street-level bureaucrat (SLB)-citizen encounters as it shapes citizens’ experience with, and perception of, the delivery of public service. Specifically, in police encounters with the public, procedural justice has recently dominated the public discourse due to the tensions around police-community relations. One way to enhance the quality of SLB-citizen encounters is through procedural justice training. Utilizing a mixed methods design, we conduct a two-pronged analysis of (1) the content and teaching time of procedural justice training in state-mandated basic police curricula across U.S. states and (2) the ways training content (i.e., concepts of procedural justice) is conceptualized by the street-level bureaucrats who are the subjects of these curricula. The study identifies deficiencies in the length of the training and highlights discrepancies between the content emphasized in the training and the ways in which SLBs perceive and interpret its utility and applicability. It concludes by offering practical recommendations on how to improve procedural justice competencies, and by way, enhance SLB-citizen encounters through training.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42145665","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 : 2023-01-22DOI: 10.1177/0734371x221149165
Zehavit Levitats
The goal of this conceptual study is to highlight the potential contribution of emotional intelligence as a tool in advancing the study of equity in public service delivery. By reviewing the literature on emotional intelligence in public administration and rationalizing its relationship with equity among street-level bureaucrats and bureaucracies, this article proposes a strategy to promote social equity in the provision of public service. The proposed strategy focuses on the role of EI-supportive organizational culture, and particularly human resource management practices, as a means to enhance bureaucrats’ emotionally intelligent behavior in their interactions with citizens-clients. Finally, the article proposes a theoretical and methodological agenda for future research in this important field of study.
{"title":"Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery","authors":"Zehavit Levitats","doi":"10.1177/0734371x221149165","DOIUrl":"https://doi.org/10.1177/0734371x221149165","url":null,"abstract":"The goal of this conceptual study is to highlight the potential contribution of emotional intelligence as a tool in advancing the study of equity in public service delivery. By reviewing the literature on emotional intelligence in public administration and rationalizing its relationship with equity among street-level bureaucrats and bureaucracies, this article proposes a strategy to promote social equity in the provision of public service. The proposed strategy focuses on the role of EI-supportive organizational culture, and particularly human resource management practices, as a means to enhance bureaucrats’ emotionally intelligent behavior in their interactions with citizens-clients. Finally, the article proposes a theoretical and methodological agenda for future research in this important field of study.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47744511","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 : 2023-01-22DOI: 10.1177/0734371x221149154
Paul Bruno
Public agencies vary considerably in the extent to which they defer compensation until later in workers’ careers and often heavily backload compensation even when frontloaded compensation would likely be more efficient. I use two-way fixed effects models and detailed longitudinal data on collective bargaining agreements, salaries, and fringe benefits in public school districts in California to test two common theories about the prevalence of deferred public sector compensation. I find no evidence that stronger unions bargain for more backloaded compensation on average. However, I find suggestive evidence that unions may prefer to bargain for more backloaded compensation when their members are more veteran. I find no support for the theory that administrators prefer to defer compensation when employee performance is more difficult to monitor. These results suggest that other explanations for the backloadedness of public sector compensation may hold more promise, though they also call for additional empirical investigation.
{"title":"Unions, Monitoring, and Deferred Compensation: Evidence From California School Districts","authors":"Paul Bruno","doi":"10.1177/0734371x221149154","DOIUrl":"https://doi.org/10.1177/0734371x221149154","url":null,"abstract":"Public agencies vary considerably in the extent to which they defer compensation until later in workers’ careers and often heavily backload compensation even when frontloaded compensation would likely be more efficient. I use two-way fixed effects models and detailed longitudinal data on collective bargaining agreements, salaries, and fringe benefits in public school districts in California to test two common theories about the prevalence of deferred public sector compensation. I find no evidence that stronger unions bargain for more backloaded compensation on average. However, I find suggestive evidence that unions may prefer to bargain for more backloaded compensation when their members are more veteran. I find no support for the theory that administrators prefer to defer compensation when employee performance is more difficult to monitor. These results suggest that other explanations for the backloadedness of public sector compensation may hold more promise, though they also call for additional empirical investigation.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49438562","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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