Pub Date : 2025-12-18DOI: 10.1177/0734371x251392577
Imane Hijal-Moghrabi
{"title":"Book Review: Managing Diversity, Equity, and Inclusion in Public Service Organizations: A Liberatory Justice Approach Managing Diversity, Equity, and Inclusion in Public Service Organizations: A Liberatory Justice Approach (Authors: ChordiyaRashmiSabharwalMeghna)","authors":"Imane Hijal-Moghrabi","doi":"10.1177/0734371x251392577","DOIUrl":"https://doi.org/10.1177/0734371x251392577","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"27 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145770683","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 : 2025-12-09DOI: 10.1177/0734371x251371243
Tina Øllgaard Bentzen, Carina Saxlund Bischoff
Trust is a coveted resource in public organizations, fostering innovation, collaboration, and effective problem-solving. Yet, decades of New Public Management reforms have strained vertical trust between leaders and employees. In response, governance reforms—so-called trust reforms—aim to rebuild this trust. While their ambitions and implementation are increasingly studied, their actual effects remain unclear. Using survey data from Danish municipalities, this study examines whether trust reforms are associated with higher trust between employee representatives and leaders in formal collaboration committees. Recognizing that trust-building requires vulnerability, we explore the role of employee involvement in fostering trust in leaders. As trust-development is a two-way street, it depends on both leaders and employees’ willingness to take the risk of showing vulnerability toward each other. Our findings suggest that trust reforms alone do not enhance vertical trust; rather, they are effective only when accompanied by substantial employee involvement, highlighting the importance of mutual engagement in trust-building.
{"title":"From Trust Reforms to Trust-in-Leader: The Role of Employee-Involvement","authors":"Tina Øllgaard Bentzen, Carina Saxlund Bischoff","doi":"10.1177/0734371x251371243","DOIUrl":"https://doi.org/10.1177/0734371x251371243","url":null,"abstract":"Trust is a coveted resource in public organizations, fostering innovation, collaboration, and effective problem-solving. Yet, decades of New Public Management reforms have strained vertical trust between leaders and employees. In response, governance reforms—so-called trust reforms—aim to rebuild this trust. While their ambitions and implementation are increasingly studied, their actual effects remain unclear. Using survey data from Danish municipalities, this study examines whether trust reforms are associated with higher trust between employee representatives and leaders in formal collaboration committees. Recognizing that trust-building requires vulnerability, we explore the role of employee involvement in fostering trust in leaders. As trust-development is a two-way street, it depends on both leaders and employees’ willingness to take the risk of showing vulnerability toward each other. Our findings suggest that trust reforms alone do not enhance vertical trust; rather, they are effective only when accompanied by substantial employee involvement, highlighting the importance of mutual engagement in trust-building.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"56 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-12-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145704140","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 : 2025-11-06DOI: 10.1177/0734371x251379498
Bernard Bernards, Eduard Schmidt
Bureaucratic organizations emphasize rule-following to pursue public interests. However, rules may not always capture the complexities of daily life, making them seem burdensome to citizens and professionals. In such cases, prosocial rule-breaking (PSRB) can be a means to better serve the public. We investigate antecedents of PSRB, hypothesizing that goal and task uncertainty reduce professionals’ engagement in PSRB and that supervisors’ leadership mitigates uncertainty, affecting PSRB behavior. Using data from Dutch social welfare professionals ( N = 823) and their supervisors ( N = 63), we found that task uncertainty is negatively related to PSRB, while goal uncertainty and supervisor leadership have no impact on PSRB. These findings advance research on discretion by highlighting uncertainty as an individual level antecedent of PSRB. Practically, they underscore the need for managerial and HRM support to help professionals navigate task uncertainty when organizations want to foster PSRB.
{"title":"Do You Dare to Break the Rules? The Influence of Leadership and Uncertainty on Prosocial Rule-Breaking Behavior Among Dutch Social Welfare Professionals","authors":"Bernard Bernards, Eduard Schmidt","doi":"10.1177/0734371x251379498","DOIUrl":"https://doi.org/10.1177/0734371x251379498","url":null,"abstract":"Bureaucratic organizations emphasize rule-following to pursue public interests. However, rules may not always capture the complexities of daily life, making them seem burdensome to citizens and professionals. In such cases, prosocial rule-breaking (PSRB) can be a means to better serve the public. We investigate antecedents of PSRB, hypothesizing that goal and task uncertainty reduce professionals’ engagement in PSRB and that supervisors’ leadership mitigates uncertainty, affecting PSRB behavior. Using data from Dutch social welfare professionals ( <jats:italic toggle=\"yes\">N</jats:italic> = 823) and their supervisors ( <jats:italic toggle=\"yes\">N</jats:italic> = 63), we found that task uncertainty is negatively related to PSRB, while goal uncertainty and supervisor leadership have no impact on PSRB. These findings advance research on discretion by highlighting uncertainty as an individual level antecedent of PSRB. Practically, they underscore the need for managerial and HRM support to help professionals navigate task uncertainty when organizations want to foster PSRB.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"3 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145447130","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 : 2025-10-14DOI: 10.1177/0734371x251371241
Phil Kim, Jesse W. Campbell
Performance appraisal is a central human resource management tool in government, and high-quality, fair, and objective appraisals contribute to organizational performance. By contrast, biased performance appraisal undermines employee morale and, ultimately, the merit system. This study examines three sources of bias in performance evaluations: the halo effect, similarity-attraction factors between rater and rate, and public service motivation (PSM). Using a two-by-two vignette-based survey experiment and a large sample of Korean government workers, we confirm earlier findings on the biasing influence of unrelated information on performance ratings. Second, while we find no effect of gender matching, we show that raters who self-identify as high-performance employees give lower than average ratings to low-performance workers, thereby amplifying the halo effect. Finally, we find that PSM is associated with inflated performance ratings across genders and performance categories. We discuss how our results can inform efforts to improve the fairness and accuracy of employee performance appraisals.
{"title":"Halos, Performance Matching, and PSM: Experimental Evidence of Performance Appraisal Bias Among Korean Government Workers","authors":"Phil Kim, Jesse W. Campbell","doi":"10.1177/0734371x251371241","DOIUrl":"https://doi.org/10.1177/0734371x251371241","url":null,"abstract":"Performance appraisal is a central human resource management tool in government, and high-quality, fair, and objective appraisals contribute to organizational performance. By contrast, biased performance appraisal undermines employee morale and, ultimately, the merit system. This study examines three sources of bias in performance evaluations: the halo effect, similarity-attraction factors between rater and rate, and public service motivation (PSM). Using a two-by-two vignette-based survey experiment and a large sample of Korean government workers, we confirm earlier findings on the biasing influence of unrelated information on performance ratings. Second, while we find no effect of gender matching, we show that raters who self-identify as high-performance employees give lower than average ratings to low-performance workers, thereby amplifying the halo effect. Finally, we find that PSM is associated with inflated performance ratings across genders and performance categories. We discuss how our results can inform efforts to improve the fairness and accuracy of employee performance appraisals.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"27 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145289503","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 : 2025-09-27DOI: 10.1177/0734371x251377382
Muhammad Rofi’ud Muta’al, Putri Wahyu Widayanti
{"title":"Strategic Human Resource Development in Practice: Leveraging Talent for Sustained Performance in the Digital Age of AI - A Book Review YorksLAbelA. L.RotatoriD. (2022). Strategic human resource development in practice: Leveraging talent for sustained performance in the digital age of AI. Springer. 199 pp. $87.29 hardcover. ISBN: 978-3-030-95775-9.","authors":"Muhammad Rofi’ud Muta’al, Putri Wahyu Widayanti","doi":"10.1177/0734371x251377382","DOIUrl":"https://doi.org/10.1177/0734371x251377382","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"28 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145181200","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 : 2025-09-16DOI: 10.1177/0734371x251369127
Martin Sievert, Claudio Buongiorno Sottoriva, Petra van den Bekerom
This article connects symbolic representation research to public sector recruiting. We theorize how gender diversity signals in hiring may affect job seekers’ intentions to apply and perceived organizational attractiveness. We contribute to representative bureaucracy by offering an extended reasoning about distinctive cognitive mechanisms, separating descriptive from prescriptive symbolic representation. The former reflects current representation related to identity-fit considerations, while the latter constitutes stated organizational goals for gender diversity, which evoke value congruence assessments. We investigate whether these signals impact organizational attractiveness and application intentions using a survey experiment ( n = 1,469 adults). The statistical analysis unveils mostly null findings when accounting for participants’ gender. Results indicate that public organizations cannot easily harness the benefits of symbolic representation signals, at least not in their initial recruiting efforts. Future research should further examine whether (symbolic) representation has positive effects in later stages of the recruitment process, such as interviews or selection procedures.
{"title":"Who’s Here and Who’s Coming: Rethinking Symbolic Representation in Public Sector Recruitment","authors":"Martin Sievert, Claudio Buongiorno Sottoriva, Petra van den Bekerom","doi":"10.1177/0734371x251369127","DOIUrl":"https://doi.org/10.1177/0734371x251369127","url":null,"abstract":"This article connects symbolic representation research to public sector recruiting. We theorize how gender diversity signals in hiring may affect job seekers’ intentions to apply and perceived organizational attractiveness. We contribute to representative bureaucracy by offering an extended reasoning about distinctive cognitive mechanisms, separating descriptive from prescriptive symbolic representation. The former reflects current representation related to identity-fit considerations, while the latter constitutes stated organizational goals for gender diversity, which evoke value congruence assessments. We investigate whether these signals impact organizational attractiveness and application intentions using a survey experiment ( <jats:italic>n</jats:italic> = 1,469 adults). The statistical analysis unveils mostly null findings when accounting for participants’ gender. Results indicate that public organizations cannot easily harness the benefits of symbolic representation signals, at least not in their initial recruiting efforts. Future research should further examine whether (symbolic) representation has positive effects in later stages of the recruitment process, such as interviews or selection procedures.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"4 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145072775","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 : 2025-08-25DOI: 10.1177/0734371x251365991
Helen H. Yu, Ashley M. Alteri
Decades of scholarship exist on passive representation and visible identities such as gender, race, and ethnicity. However, literature on passive representation and invisible identities such as religion is practically non-existent in the public administration domain. Drawing on survey data from 427 female civil servants representing 47 federal law enforcement agencies in the United States, this study introduces a religious profile of the federal workforce, while investigating faith, spirituality, and religious diversity. Findings suggest that the federal workforce is broadly representative of the U.S. population that identify as religious or spiritual (82.5%). However, when examining for specific religions or faiths, the percentage that identify as Catholic and spiritual but not religious are notably higher than the national average. Likewise, the percentage that identify as Protestant and non-religious are notably lower than the national average. Furthermore, this profile of the federal workforce that reports faith, spirituality, or religion as “very important” in their life (47%), with another 24.3% reporting that it is “somewhat important,” is also notably higher than the national average. These findings are important because they extend the discourse for capturing invisible identities such as faith, spirituality, or religion in the federal workforce and have implications regarding passive representation for other organizations in public service.
{"title":"Representation of Invisible Identities in the Workplace: Faith, Spirituality, or Religious Beliefs Among Female Civil Servants in Federal Law Enforcement","authors":"Helen H. Yu, Ashley M. Alteri","doi":"10.1177/0734371x251365991","DOIUrl":"https://doi.org/10.1177/0734371x251365991","url":null,"abstract":"Decades of scholarship exist on passive representation and visible identities such as gender, race, and ethnicity. However, literature on passive representation and invisible identities such as religion is practically non-existent in the public administration domain. Drawing on survey data from 427 female civil servants representing 47 federal law enforcement agencies in the United States, this study introduces a religious profile of the federal workforce, while investigating faith, spirituality, and religious diversity. Findings suggest that the federal workforce is broadly representative of the U.S. population that identify as religious or spiritual (82.5%). However, when examining for specific religions or faiths, the percentage that identify as Catholic and spiritual but not religious are notably higher than the national average. Likewise, the percentage that identify as Protestant and non-religious are notably lower than the national average. Furthermore, this profile of the federal workforce that reports faith, spirituality, or religion as “very important” in their life (47%), with another 24.3% reporting that it is “somewhat important,” is also notably higher than the national average. These findings are important because they extend the discourse for capturing invisible identities such as faith, spirituality, or religion in the federal workforce and have implications regarding passive representation for other organizations in public service.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"24 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144898329","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 : 2025-08-11DOI: 10.1177/0734371x251362589
Jessica F. Khan, Willow S. Jacobson, Shannon H. Tufts, Hannah L. Somerville
The public sector has experienced a significant increase in its reliance on and expectations from the Information Technology (IT) function. This reliance has led to a significant burden placed upon public sector IT professionals to keep up with demand and has inevitably increased the emotional labor burden placed upon these workers. This article examines the extent and types of emotional labor experienced by local government IT professionals and how it has an impact on key workforce outcomes of burnout and job satisfaction. This article examines the impact of emotional labor types and levels on critical indicators of burnout (an increasing concern across the workforce) and employee satisfaction. Both burnout and job satisfaction have been linked to turnover intention and employee performance. This research adds to the empirical work on emotional labor including an analysis focused on the predictive value of emotional labor.
{"title":"Is it Time to Reboot Local Government IT Professionals? Examining Emotional Labor in Local Government IT Professionals","authors":"Jessica F. Khan, Willow S. Jacobson, Shannon H. Tufts, Hannah L. Somerville","doi":"10.1177/0734371x251362589","DOIUrl":"https://doi.org/10.1177/0734371x251362589","url":null,"abstract":"The public sector has experienced a significant increase in its reliance on and expectations from the Information Technology (IT) function. This reliance has led to a significant burden placed upon public sector IT professionals to keep up with demand and has inevitably increased the emotional labor burden placed upon these workers. This article examines the extent and types of emotional labor experienced by local government IT professionals and how it has an impact on key workforce outcomes of burnout and job satisfaction. This article examines the impact of emotional labor types and levels on critical indicators of burnout (an increasing concern across the workforce) and employee satisfaction. Both burnout and job satisfaction have been linked to turnover intention and employee performance. This research adds to the empirical work on emotional labor including an analysis focused on the predictive value of emotional labor.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"19 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144898414","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 : 2025-06-20DOI: 10.1177/0734371x251343327
Xin Chen, Jinhai Yu
While many governments have adopted performance-based accountability systems, how negative performance feedback affects managerial outcomes remains underexplored. We examine the impact of negative performance feedback on managerial turnover and the moderating role of race. We expect negative performance feedback to increase managerial turnover, with a greater impact for minority managers than their white counterparts. Using data from the Financial Integrity Rating System of Texas, we employ a regression discontinuity design with close performance scores. The results show that lower performance ratings cause an increase in the turnover of school district superintendents. This effect is larger for Hispanic superintendents, particularly when there is a higher degree of racial congruence between the school boards and Hispanic superintendents. The findings provide causal evidence for the impact of negative organizational performance on managerial turnover and indicate differential impact by the race of public managers.
{"title":"Does Negative Performance Feedback Cause Managerial Turnover? The Moderating Role of Race","authors":"Xin Chen, Jinhai Yu","doi":"10.1177/0734371x251343327","DOIUrl":"https://doi.org/10.1177/0734371x251343327","url":null,"abstract":"While many governments have adopted performance-based accountability systems, how negative performance feedback affects managerial outcomes remains underexplored. We examine the impact of negative performance feedback on managerial turnover and the moderating role of race. We expect negative performance feedback to increase managerial turnover, with a greater impact for minority managers than their white counterparts. Using data from the Financial Integrity Rating System of Texas, we employ a regression discontinuity design with close performance scores. The results show that lower performance ratings cause an increase in the turnover of school district superintendents. This effect is larger for Hispanic superintendents, particularly when there is a higher degree of racial congruence between the school boards and Hispanic superintendents. The findings provide causal evidence for the impact of negative organizational performance on managerial turnover and indicate differential impact by the race of public managers.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"91 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144335021","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 : 2025-06-15DOI: 10.1177/0734371x251348691
Ying Liu
{"title":"Book Review: Public Personnel Management: Current Concerns, Future Challenges RiccucciN. M. (2024). Public personnel management: Current concerns, future challenges (7 th ed). New York: Routledge. 250 pp. ISBN-10:1032516674; ISBN-13:978-1032516677.","authors":"Ying Liu","doi":"10.1177/0734371x251348691","DOIUrl":"https://doi.org/10.1177/0734371x251348691","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"42 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144290118","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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