Pub Date : 2025-06-02DOI: 10.1177/0734371x251337430
Fangda Ding
The idea of symbolic representation suggests bureaucratic representativeness can enhance citizens’ willingness to coproduce public services, though this effect is not always observed in real settings. While scholars have explored boundary conditions for limited effects of symbolic representation on coproduction, they typically assume fully staffed bureaucracies. How personnel status variations within representative bureaucracy affect represented citizens’ perceptions and their willingness to engage in coproduction is still unknown. This study examines how labor shortage in representative bureaucracy may shape the effect of symbolic representation on coproduction. Using rational choice and compassion theories, it develops competing hypotheses regarding the interaction between labor shortage and symbolic representation in shaping citizen coproduction and tests them through a survey experiment in the context of female bureaucratic representation and domestic violence. The perceived labor shortage is found to mitigate the positive effect of symbolic representation on women’s coproduction willingness, but only for the simplest coproduction activity.
{"title":"Symbolic Effect of Bureaucratic Representation Under Labor Shortage","authors":"Fangda Ding","doi":"10.1177/0734371x251337430","DOIUrl":"https://doi.org/10.1177/0734371x251337430","url":null,"abstract":"The idea of symbolic representation suggests bureaucratic representativeness can enhance citizens’ willingness to coproduce public services, though this effect is not always observed in real settings. While scholars have explored boundary conditions for limited effects of symbolic representation on coproduction, they typically assume fully staffed bureaucracies. How personnel status variations within representative bureaucracy affect represented citizens’ perceptions and their willingness to engage in coproduction is still unknown. This study examines how labor shortage in representative bureaucracy may shape the effect of symbolic representation on coproduction. Using rational choice and compassion theories, it develops competing hypotheses regarding the interaction between labor shortage and symbolic representation in shaping citizen coproduction and tests them through a survey experiment in the context of female bureaucratic representation and domestic violence. The perceived labor shortage is found to mitigate the positive effect of symbolic representation on women’s coproduction willingness, but only for the simplest coproduction activity.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"13 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144193038","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 : 2025-05-29DOI: 10.1177/0734371x251342001
Euipyo Lee
As modern governments face increasing pressure to meet citizens’ rising expectations, innovation has become a central focus for public organizations. While job autonomy is a well-established antecedent of individual innovative behavior, the moderating role of organizational culture in shaping this relationship remains underexplored. Public organizations often embody different types of culture, such as performance-oriented culture that emphasizes efficiency and adherence to predefined indicators, and innovation culture that encourages the generation and promotion of new ideas. Using data from the South Korean government and a competing values framework theory, this study examines the differential impacts of innovation culture versus performance-oriented culture on innovative behavior and assesses how these cultural orientations moderate the effect of job autonomy. Innovation culture not only directly fosters innovative behavior but also enhances the beneficial influence of job autonomy on such behavior. Conversely, a strong performance-oriented culture diminishes the positive relationship between job autonomy and innovative behavior.
{"title":"The Moderating role of Organizational Culture in the Relationship Between Job Autonomy and Innovative Behavior","authors":"Euipyo Lee","doi":"10.1177/0734371x251342001","DOIUrl":"https://doi.org/10.1177/0734371x251342001","url":null,"abstract":"As modern governments face increasing pressure to meet citizens’ rising expectations, innovation has become a central focus for public organizations. While job autonomy is a well-established antecedent of individual innovative behavior, the moderating role of organizational culture in shaping this relationship remains underexplored. Public organizations often embody different types of culture, such as performance-oriented culture that emphasizes efficiency and adherence to predefined indicators, and innovation culture that encourages the generation and promotion of new ideas. Using data from the South Korean government and a competing values framework theory, this study examines the differential impacts of innovation culture versus performance-oriented culture on innovative behavior and assesses how these cultural orientations moderate the effect of job autonomy. Innovation culture not only directly fosters innovative behavior but also enhances the beneficial influence of job autonomy on such behavior. Conversely, a strong performance-oriented culture diminishes the positive relationship between job autonomy and innovative behavior.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"37 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144193202","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 : 2025-05-24DOI: 10.1177/0734371x251344822
Meghna Sabharwal, Imane Hijal-Moghrabi, Sean McCandless
{"title":"A Case for Public Service: Why Cutting the Federal Workforce is Not Efficient?","authors":"Meghna Sabharwal, Imane Hijal-Moghrabi, Sean McCandless","doi":"10.1177/0734371x251344822","DOIUrl":"https://doi.org/10.1177/0734371x251344822","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"23 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144133688","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 : 2025-05-24DOI: 10.1177/0734371x251341656
Susan T. Gooden
Safeguarding democracy in the United States requires aggressive reinforcement of diversity, equity, and inclusion which are neither Democratic nor Republican values. They are essential values of our democracy and are deeply embedded in core democratic principles. Government has a responsibility to provide public services in a fair and just manner to all.
{"title":"Diversity, Equity, and Inclusion—Essentials of Democracy","authors":"Susan T. Gooden","doi":"10.1177/0734371x251341656","DOIUrl":"https://doi.org/10.1177/0734371x251341656","url":null,"abstract":"Safeguarding democracy in the United States requires aggressive reinforcement of diversity, equity, and inclusion which are neither Democratic nor Republican values. They are essential values of our democracy and are deeply embedded in core democratic principles. Government has a responsibility to provide public services in a fair and just manner to all.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"47 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144133693","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 : 2025-05-24DOI: 10.1177/0734371x251337418
Mary E. Guy
The U.S. federal civil service has been rocked to its core since January 20, 2025. Random, unplanned, unannounced firings are leaving every agency in doubt. I argue that those who care about good government, and public sector human resource scholars in particular, should advocate for merit principles and explain how they ensure government performance. Bolstered by lessons from the past, this is an easy case to make.
{"title":"When Destruction is the Goal","authors":"Mary E. Guy","doi":"10.1177/0734371x251337418","DOIUrl":"https://doi.org/10.1177/0734371x251337418","url":null,"abstract":"The U.S. federal civil service has been rocked to its core since January 20, 2025. Random, unplanned, unannounced firings are leaving every agency in doubt. I argue that those who care about good government, and public sector human resource scholars in particular, should advocate for merit principles and explain how they ensure government performance. Bolstered by lessons from the past, this is an easy case to make.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"34 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144133686","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 : 2025-05-24DOI: 10.1177/0734371x251337414
William Resh
This essay analyzes a watershed moment in the history of the U.S. federal civil service, driven by politically motivated reforms under the Trump administration. I explore how workforce reductions might affect key public services, the legal controversies surrounding Trump’s mass layoffs, and I project a rapid expansion of privatization. I posit how these factors might undermine responsiveness to vulnerable populations and erode oversight capacities essential to democratic governance. I argue that political economy, administrative, and constitutional law frameworks are the intellectual ballasts that most cogently support a response to these actions. I argue that a “parallel state” is being developed that undermines democratic responsiveness and accountability. Ultimately, I argue for rebuilding the federal workforce through reinvestment in (1) civil service protections that are attuned to emerging technologies and new economies, (2) programs that attract top talent, (3) institutional knowledge, and (4) merit-based hiring principles that are flexible to public needs.
{"title":"Crisis in the U.S. Federal Workforce, the Parallel State, and Ways to Rebuild","authors":"William Resh","doi":"10.1177/0734371x251337414","DOIUrl":"https://doi.org/10.1177/0734371x251337414","url":null,"abstract":"This essay analyzes a watershed moment in the history of the U.S. federal civil service, driven by politically motivated reforms under the Trump administration. I explore how workforce reductions might affect key public services, the legal controversies surrounding Trump’s mass layoffs, and I project a rapid expansion of privatization. I posit how these factors might undermine responsiveness to vulnerable populations and erode oversight capacities essential to democratic governance. I argue that political economy, administrative, and constitutional law frameworks are the intellectual ballasts that most cogently support a response to these actions. I argue that a “parallel state” is being developed that undermines democratic responsiveness and accountability. Ultimately, I argue for rebuilding the federal workforce through reinvestment in (1) civil service protections that are attuned to emerging technologies and new economies, (2) programs that attract top talent, (3) institutional knowledge, and (4) merit-based hiring principles that are flexible to public needs.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"4 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144133694","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 : 2025-05-24DOI: 10.1177/0734371x251337415
Mikhail Ivonchyk
This study examines the relationship between employee compensation and bureaucratic performance within the context of state budgeting. It hypothesizes that better-compensated rank-and-file employees within state financial administration are more effective at preventing budget overruns. Using data from all 50 U.S. states from 2006 to 2020, the findings reveal that higher compensation levels for rank-and-file employees are significantly and inversely associated with overspending, while the pay of senior financial administrators shows no significant effect. Additionally, gubernatorial spending preferences are identified as a contributing factor to overspending. This study contributes to the public management and HRM literature by emphasizing the role of compensation in enhancing fiscal discipline and provides practical insights for policymakers seeking to reduce budget variance.
{"title":"Budget Guardians: Financial Administrators’ Compensation and Budget Overruns","authors":"Mikhail Ivonchyk","doi":"10.1177/0734371x251337415","DOIUrl":"https://doi.org/10.1177/0734371x251337415","url":null,"abstract":"This study examines the relationship between employee compensation and bureaucratic performance within the context of state budgeting. It hypothesizes that better-compensated rank-and-file employees within state financial administration are more effective at preventing budget overruns. Using data from all 50 U.S. states from 2006 to 2020, the findings reveal that higher compensation levels for rank-and-file employees are significantly and inversely associated with overspending, while the pay of senior financial administrators shows no significant effect. Additionally, gubernatorial spending preferences are identified as a contributing factor to overspending. This study contributes to the public management and HRM literature by emphasizing the role of compensation in enhancing fiscal discipline and provides practical insights for policymakers seeking to reduce budget variance.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"9 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144133690","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 : 2025-05-24DOI: 10.1177/0734371x251337407
Donald P. Moynihan
{"title":"Trump’s Politicization of the Civil Service: Taking the Unitary Executive Seriously","authors":"Donald P. Moynihan","doi":"10.1177/0734371x251337407","DOIUrl":"https://doi.org/10.1177/0734371x251337407","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"133 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144133692","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 : 2025-04-28DOI: 10.1177/0734371x251332316
Jisu Jeong
This study examined the effects of transactional leadership, transformational leadership, and leader feedback on job satisfaction through the mediating effects of reward fairness and organizational citizenship behavior. Using structural equation modeling, the study discussed factors that positively influence leader feedback, along with the differing effects of transactional and transformational leadership. The results of analyzing the Public Service Life Survey indicated that while transactional leadership positively affected reward fairness, it did not significantly impact organization citizenship behavior. On the other hand, transformational leadership positively affected organizational citizenship behavior, it did not significantly impact reward fairness. Transactional leadership negatively affected job satisfaction, whereas transformational leadership had a positive impact. Leader feedback significantly enhanced the mediating variables and job satisfaction. This study analyzed the differences in the influence of leadership, and provided the direction of more appropriate human resource management policy. This study provided selection method of leadership for strengthening organization citizenship behavior and reward fairness.
{"title":"Influence of Transactional Leadership, Transformational Leadership, and Leader Feedback on Reward Fairness, Organization Citizenship Behavior, and Job Satisfaction","authors":"Jisu Jeong","doi":"10.1177/0734371x251332316","DOIUrl":"https://doi.org/10.1177/0734371x251332316","url":null,"abstract":"This study examined the effects of transactional leadership, transformational leadership, and leader feedback on job satisfaction through the mediating effects of reward fairness and organizational citizenship behavior. Using structural equation modeling, the study discussed factors that positively influence leader feedback, along with the differing effects of transactional and transformational leadership. The results of analyzing the Public Service Life Survey indicated that while transactional leadership positively affected reward fairness, it did not significantly impact organization citizenship behavior. On the other hand, transformational leadership positively affected organizational citizenship behavior, it did not significantly impact reward fairness. Transactional leadership negatively affected job satisfaction, whereas transformational leadership had a positive impact. Leader feedback significantly enhanced the mediating variables and job satisfaction. This study analyzed the differences in the influence of leadership, and provided the direction of more appropriate human resource management policy. This study provided selection method of leadership for strengthening organization citizenship behavior and reward fairness.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"35 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143880600","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 : 2025-04-15DOI: 10.1177/0734371x251327139
Rick T. Borst, Eva Knies, Rutger Blom
Due to the COVID-19 pandemic, new rules forced public servants to work remotely or under strict guidelines at the office. These rules were often perceived as red tape, creating a compliance burden and limiting flexibility. While red tape is commonly seen as a job demand associated with reduced well-being and performance among public servants, the effects of COVID-19-related red tape remain unexplored. This research investigates how perceived COVID-19-related red tape is associated with public servants’ well-being and self-perceived performance and examines the moderating roles of coping strategies (supervisor support) and recovery strategies (work detachment, relaxation, mastery, and control). Data from 3,332 Dutch public servants reveal two key findings. First, COVID-19-related red tape, shaped by rapidly changing work conditions, can foster adaptation and inspire extra effort despite its challenges. Second, recovery strategies are more effective than coping strategies in mitigating the negative associations of perceived COVID-19-related red tape with employee well-being.
{"title":"Coping With, Or Recovering From COVID-19 Related Red Tape? Comparing Public Servants’ Strategies to Deal With the Health-Impairment and Demotivational Processes From Red Tape Through Well-Being on Performance","authors":"Rick T. Borst, Eva Knies, Rutger Blom","doi":"10.1177/0734371x251327139","DOIUrl":"https://doi.org/10.1177/0734371x251327139","url":null,"abstract":"Due to the COVID-19 pandemic, new rules forced public servants to work remotely or under strict guidelines at the office. These rules were often perceived as red tape, creating a compliance burden and limiting flexibility. While red tape is commonly seen as a job demand associated with reduced well-being and performance among public servants, the effects of COVID-19-related red tape remain unexplored. This research investigates how perceived COVID-19-related red tape is associated with public servants’ well-being and self-perceived performance and examines the moderating roles of coping strategies (supervisor support) and recovery strategies (work detachment, relaxation, mastery, and control). Data from 3,332 Dutch public servants reveal two key findings. First, COVID-19-related red tape, shaped by rapidly changing work conditions, can foster adaptation and inspire extra effort despite its challenges. Second, recovery strategies are more effective than coping strategies in mitigating the negative associations of perceived COVID-19-related red tape with employee well-being.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"23 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2025-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143832273","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：