Pub Date : 2024-12-16DOI: 10.1177/0734371x241304686
Shaldeen Somers, Sebastian Desmidt
Although effective job advertisements play a critical role in generating sufficient interest in potential applicants to actively pursue further relations with a public organization, insights on how such job advertisements need to be formulated in order to impact organizational attractiveness are limited. Therefore, this study examines if and how the use of imagery language in mission statements embedded in job advertisements is a valuable pathway to increase the effectiveness of job advertisements. The focus on mission statements is motivated by the fact that the service and society-oriented focus of public organizations is a distinguishing characteristic that can be a strength in a competitive job market. Based on two randomized survey-experiments using the same design (196 bachelor and 703 final-year students), we found that imagery language in mission statements initiates an underlying motivational process in which person-organization fit and mission valence are reinforced, resulting in higher levels of perceived organizational attractiveness.
{"title":"Increasing the Effectiveness of Job Advertisements: How the Use of Imagery Language Impacts Perceived Organizational Attractiveness","authors":"Shaldeen Somers, Sebastian Desmidt","doi":"10.1177/0734371x241304686","DOIUrl":"https://doi.org/10.1177/0734371x241304686","url":null,"abstract":"Although effective job advertisements play a critical role in generating sufficient interest in potential applicants to actively pursue further relations with a public organization, insights on how such job advertisements need to be formulated in order to impact organizational attractiveness are limited. Therefore, this study examines if and how the use of imagery language in mission statements embedded in job advertisements is a valuable pathway to increase the effectiveness of job advertisements. The focus on mission statements is motivated by the fact that the service and society-oriented focus of public organizations is a distinguishing characteristic that can be a strength in a competitive job market. Based on two randomized survey-experiments using the same design (196 bachelor and 703 final-year students), we found that imagery language in mission statements initiates an underlying motivational process in which person-organization fit and mission valence are reinforced, resulting in higher levels of perceived organizational attractiveness.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"109 4 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-12-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142831998","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 : 2024-12-16DOI: 10.1177/0734371x241302514
Bo Li, Mirae Kim
Research has shown that nonprofits led by people of color (POC) tend to have more diverse staff compared to White-led organizations, yet it remains unclear whether leaders of color inherently attract racially diverse talent. Using an online experiment, this study investigates the impact of the racial/ethnic composition of nonprofit leadership on job-seeking behaviors. While participants consistently view POC-led nonprofits as more committed to diversity, this positive perception does not influence their job choices. When given a choice, White individuals tend to prefer working for White-led nonprofits, whereas people of color show no strong preference between POC-led and White-led nonprofits. The results shed light on the complexities of racial representation in talent acquisition, offering important insights into the broader discourse on nonprofit diversity and the persistent barriers POC-led organizations face in achieving diverse staffing.
{"title":"Representation, Nonprofit Leaders of Color, and Job Attraction: A Survey Experiment","authors":"Bo Li, Mirae Kim","doi":"10.1177/0734371x241302514","DOIUrl":"https://doi.org/10.1177/0734371x241302514","url":null,"abstract":"Research has shown that nonprofits led by people of color (POC) tend to have more diverse staff compared to White-led organizations, yet it remains unclear whether leaders of color inherently attract racially diverse talent. Using an online experiment, this study investigates the impact of the racial/ethnic composition of nonprofit leadership on job-seeking behaviors. While participants consistently view POC-led nonprofits as more committed to diversity, this positive perception does not influence their job choices. When given a choice, White individuals tend to prefer working for White-led nonprofits, whereas people of color show no strong preference between POC-led and White-led nonprofits. The results shed light on the complexities of racial representation in talent acquisition, offering important insights into the broader discourse on nonprofit diversity and the persistent barriers POC-led organizations face in achieving diverse staffing.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"76 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-12-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142831997","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 : 2024-11-22DOI: 10.1177/0734371x241298701
Evelyn Rodriguez-Plesa, Mohamad G. Alkadry, Ana-Maria Dimand
Despite laws such as the Equal Pay Act of 1963 and the Civil Rights Act of 1964, which were intended to address equal pay and prohibit discrimination in the workplace based on sex, the gender pay gap permeates public sector employment. Unions have long represented worker rights but are more often associated with improving salaries and working conditions. This study draws on the literature explaining how workplace characteristics relate to gender pay disparities to examine the impact of union membership on the gender pay gap in public sector organizations. Empirical analysis of responses from public procurement officers in the United States reveals that union membership is associated with an increase of 6% in wages for females and a gender pay gap reduction of 3%. Study findings demonstrate that union membership presents positive externalities that go beyond negotiated salary and benefits terms in collective bargaining agreements.
{"title":"Gender Pay Disparities in Public Organizations: The Equalizing Externality of Union Membership","authors":"Evelyn Rodriguez-Plesa, Mohamad G. Alkadry, Ana-Maria Dimand","doi":"10.1177/0734371x241298701","DOIUrl":"https://doi.org/10.1177/0734371x241298701","url":null,"abstract":"Despite laws such as the Equal Pay Act of 1963 and the Civil Rights Act of 1964, which were intended to address equal pay and prohibit discrimination in the workplace based on sex, the gender pay gap permeates public sector employment. Unions have long represented worker rights but are more often associated with improving salaries and working conditions. This study draws on the literature explaining how workplace characteristics relate to gender pay disparities to examine the impact of union membership on the gender pay gap in public sector organizations. Empirical analysis of responses from public procurement officers in the United States reveals that union membership is associated with an increase of 6% in wages for females and a gender pay gap reduction of 3%. Study findings demonstrate that union membership presents positive externalities that go beyond negotiated salary and benefits terms in collective bargaining agreements.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"59 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142690830","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 : 2024-10-23DOI: 10.1177/0734371x241291610
Naon Min, Jongseong Lee
Policymakers in many countries have employed market approaches to supplement traditional civil service systems, and using contract employees is a form of this labor resourcing strategy. Although business studies have suggested that contract-based employment may enhance organizational performance, few studies have explored this relationship in the field of public administration. This study examines whether the use of contract employees is associated with organizational performance in the public sector. Based on the New Public Management (NPM) literature, this study develops hypotheses and tests them using two-way fixed effects models with 18 months of longitudinal data (2018–2019) from 2,912 neighborhood offices in South Korea. The results reveal that local governments with a greater number of contract employees are more likely to outperform doorstep health service delivery. The implications for the management of contract workers in the public sector are discussed.
{"title":"Improving Local Government Performance Through the Use of Contract Workers: A Case From South Korea","authors":"Naon Min, Jongseong Lee","doi":"10.1177/0734371x241291610","DOIUrl":"https://doi.org/10.1177/0734371x241291610","url":null,"abstract":"Policymakers in many countries have employed market approaches to supplement traditional civil service systems, and using contract employees is a form of this labor resourcing strategy. Although business studies have suggested that contract-based employment may enhance organizational performance, few studies have explored this relationship in the field of public administration. This study examines whether the use of contract employees is associated with organizational performance in the public sector. Based on the New Public Management (NPM) literature, this study develops hypotheses and tests them using two-way fixed effects models with 18 months of longitudinal data (2018–2019) from 2,912 neighborhood offices in South Korea. The results reveal that local governments with a greater number of contract employees are more likely to outperform doorstep health service delivery. The implications for the management of contract workers in the public sector are discussed.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"64 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142488741","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 : 2024-10-20DOI: 10.1177/0734371x241286176
George A. Krause, Jungyeon Park
Fostering diversity and inclusion (D&I) is a major challenge confronting the contemporary American administrative state. The asymmetric distribution of authority within U.S. federal agencies is critical for understanding employee perceptions of agency D&I efforts. Leveraging data from approximately 2.51 million U.S. federal employees across 105 agencies between 2010 and 2019, the statistical evidence demonstrates that authority differentials, reflected by the relative gender and racial balance of supervisory and non-supervisory personnel within U.S. federal agencies, predict employees’ evaluations of agency efforts at fostering D&I. Although these authority differentials have similar effects on employee D&I evaluations for both men and women, minority employees exhibit more sanguine assessments of agency D&I efforts than compared to non-minority colleagues predicated on such authority differentials. The statistical relationship between authority differentials and employees’ agency D&I evaluations is most pronounced for women minority employees, as well as for those holding supervisory positions.
{"title":"Improving Social Equity Within Public Organizations: Authority Differentials as Reference Points for Fostering Diversity and Inclusion Within U.S. Federal Agencies","authors":"George A. Krause, Jungyeon Park","doi":"10.1177/0734371x241286176","DOIUrl":"https://doi.org/10.1177/0734371x241286176","url":null,"abstract":"Fostering diversity and inclusion (D&I) is a major challenge confronting the contemporary American administrative state. The asymmetric distribution of authority within U.S. federal agencies is critical for understanding employee perceptions of agency D&I efforts. Leveraging data from approximately 2.51 million U.S. federal employees across 105 agencies between 2010 and 2019, the statistical evidence demonstrates that authority differentials, reflected by the relative gender and racial balance of supervisory and non-supervisory personnel within U.S. federal agencies, predict employees’ evaluations of agency efforts at fostering D&I. Although these authority differentials have similar effects on employee D&I evaluations for both men and women, minority employees exhibit more sanguine assessments of agency D&I efforts than compared to non-minority colleagues predicated on such authority differentials. The statistical relationship between authority differentials and employees’ agency D&I evaluations is most pronounced for women minority employees, as well as for those holding supervisory positions.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"13 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142486713","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 : 2024-10-16DOI: 10.1177/0734371x241289949
Robert Roberts
The United States Supreme Court in Groff v. DeJoy rejected a 50-year precedent regarding the application of Title VII of the United States Civil Rights to requests by private and public employees for Title VII workplace religious accommodations. The article evaluates the impact of 73 U.S. District Court and U.S. Court of Appeals decisions decided after Groff to determine whether Groff has had an impact on how lower federal courts have evaluated requests for Title VII workplace religious accommodations. The article also evaluates the role of U.S. District Courts as gatekeepers for Title VII workplace religious accommodation lawsuits. Finally, the article discusses the impact of Groff on the most common types of workplace religious accommodation requests. The article argues that employers will have greater difficulty persuading U.S. District Court to grant motions to dismiss or motions for summary judgment to end Title religious accommodation lawsuits.
{"title":"Title VII and Religious Accommodations in the Workplace After Groff v. Dejoy (2023)","authors":"Robert Roberts","doi":"10.1177/0734371x241289949","DOIUrl":"https://doi.org/10.1177/0734371x241289949","url":null,"abstract":"The United States Supreme Court in Groff v. DeJoy rejected a 50-year precedent regarding the application of Title VII of the United States Civil Rights to requests by private and public employees for Title VII workplace religious accommodations. The article evaluates the impact of 73 U.S. District Court and U.S. Court of Appeals decisions decided after Groff to determine whether Groff has had an impact on how lower federal courts have evaluated requests for Title VII workplace religious accommodations. The article also evaluates the role of U.S. District Courts as gatekeepers for Title VII workplace religious accommodation lawsuits. Finally, the article discusses the impact of Groff on the most common types of workplace religious accommodation requests. The article argues that employers will have greater difficulty persuading U.S. District Court to grant motions to dismiss or motions for summary judgment to end Title religious accommodation lawsuits.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"173 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142444527","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 : 2024-10-14DOI: 10.1177/0734371x241286914
Leonie Backhaus
Although mechanisms taking place prior to a leader training (LT) itself seem crucial for its effectiveness, public leadership scholars have so far rarely studied this pre-training stage. Drawing on Job Demands-Resources (JD-R) theory, this study aims to initiate this endeavor by identifying personal and job-related factors (i.e., resources and demands) that are linked to public leaders’ motivation to develop as a leader. Structural equation modeling reveals that predominantly public leaders’ self-efficacy, development needs perception and organizational support are crucial for their motivation to develop, which in turn is decisive for explaining public leaders’ willingness to participate in LT. This study theoretically contributes to a more comprehensive understanding of mechanisms underlying public LT and informs HR managers of potential levers to adequately support self-directed LT in public organizations.
{"title":"Take (part) or Toss? Applying a Job Demands-Resources Lens to Public Leaders’ Motivation to Engage in Leader Training","authors":"Leonie Backhaus","doi":"10.1177/0734371x241286914","DOIUrl":"https://doi.org/10.1177/0734371x241286914","url":null,"abstract":"Although mechanisms taking place prior to a leader training (LT) itself seem crucial for its effectiveness, public leadership scholars have so far rarely studied this pre-training stage. Drawing on Job Demands-Resources (JD-R) theory, this study aims to initiate this endeavor by identifying personal and job-related factors (i.e., resources and demands) that are linked to public leaders’ motivation to develop as a leader. Structural equation modeling reveals that predominantly public leaders’ self-efficacy, development needs perception and organizational support are crucial for their motivation to develop, which in turn is decisive for explaining public leaders’ willingness to participate in LT. This study theoretically contributes to a more comprehensive understanding of mechanisms underlying public LT and informs HR managers of potential levers to adequately support self-directed LT in public organizations.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"35 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142431314","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 : 2024-09-30DOI: 10.1177/0734371x241282103
Mads Pieter van Luttervelt
Cultivating an inclusive climate is an important concern for many public organizations, and it can be approached through various means. Research suggests that by exercising inclusive leadership, public managers may be able to support an inclusive climate. However, we still know little about the extent to which and under what conditions inclusive leadership is effective in promoting an inclusive climate. This study contributes to the existing research by examining the importance of inclusive leadership on inclusive climate utilizing a representative panel of 705 Danish high school teachers. Additionally, the study argues that leader credibility may be an important moderator. Testing the preregistered hypotheses, the study finds support for a statistically significant effect of changes in inclusive leadership on changes in inclusive climate. Contrary to expectations, leader credibility does not appear to moderate the relationship. The study suggests that inclusive leadership is relevant to promote inclusive climates across different contexts.
{"title":"(In)Credibly Inclusive? A Panel Study on Inclusive Leadership, Leader Credibility, and Inclusive Climate","authors":"Mads Pieter van Luttervelt","doi":"10.1177/0734371x241282103","DOIUrl":"https://doi.org/10.1177/0734371x241282103","url":null,"abstract":"Cultivating an inclusive climate is an important concern for many public organizations, and it can be approached through various means. Research suggests that by exercising inclusive leadership, public managers may be able to support an inclusive climate. However, we still know little about the extent to which and under what conditions inclusive leadership is effective in promoting an inclusive climate. This study contributes to the existing research by examining the importance of inclusive leadership on inclusive climate utilizing a representative panel of 705 Danish high school teachers. Additionally, the study argues that leader credibility may be an important moderator. Testing the preregistered hypotheses, the study finds support for a statistically significant effect of changes in inclusive leadership on changes in inclusive climate. Contrary to expectations, leader credibility does not appear to moderate the relationship. The study suggests that inclusive leadership is relevant to promote inclusive climates across different contexts.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"12 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142360533","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 : 2024-09-10DOI: 10.1177/0734371x241271275
Christopher A. Cooper, Luc Turgeon
Although approximately a quarter of the world’s countries are officially bilingual or multilingual, the relationship between linguistic diversity and human resource management has largely been overlooked. This article advances research by theoretically considering, and empirically investigating, whether public servants’ ability to use their official language of choice at work is related to their turnover intentions, and whether this relationship is moderated by one’s linguistic minority status. Analysis of survey data from Canada’s full-time permanent public service shows a statistically significant and substantive relationship between public servants’ ability to use their official language of choice at work and their internal and external turnover intentions. Moreover, the results from various hierarchical sequential multivariate models, which build-up to control for employees’ personal characteristics and work environment, suggest that the relationship language of use has with turnover intention is important regardless of whether one is a linguistic minority or a linguistic majority.
{"title":"Linguistic Diversity and Public Servants’ Turnover Intentions: Theory and Analysis From a Multilingual State","authors":"Christopher A. Cooper, Luc Turgeon","doi":"10.1177/0734371x241271275","DOIUrl":"https://doi.org/10.1177/0734371x241271275","url":null,"abstract":"Although approximately a quarter of the world’s countries are officially bilingual or multilingual, the relationship between linguistic diversity and human resource management has largely been overlooked. This article advances research by theoretically considering, and empirically investigating, whether public servants’ ability to use their official language of choice at work is related to their turnover intentions, and whether this relationship is moderated by one’s linguistic minority status. Analysis of survey data from Canada’s full-time permanent public service shows a statistically significant and substantive relationship between public servants’ ability to use their official language of choice at work and their internal and external turnover intentions. Moreover, the results from various hierarchical sequential multivariate models, which build-up to control for employees’ personal characteristics and work environment, suggest that the relationship language of use has with turnover intention is important regardless of whether one is a linguistic minority or a linguistic majority.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"383 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142166133","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 : 2024-09-10DOI: 10.1177/0734371x241274126
Gregory B. Lewis, Ximena Pizarro-Bore, M. Blake Emidy
Discretionary rewards can motivate employees but increase social inequity. Before the COVID-19 pandemic, when supervisors had substantial discretion over whether and how frequently U.S. federal employees teleworked, those who did so several times a week liked most aspects of their jobs more than those who teleworked less, especially those who were denied telework. Though telework became a necessity rather than a reward during the pandemic, supervisor discretion is increasing during the return-to-the-office period, making unequal access to telework a potential site of social inequity. Using logit analysis on the Federal Employee Viewpoint Survey (FEVS) before and during the pandemic, we examine how race, sex, disability status, and sexual orientation affected who was denied telework and how job characteristics affected those decisions. Black, Latino, and younger employees and employees with disabilities were more likely to have telework requests turned down; differences by gender and sexual orientation barely existed.
{"title":"Who Gets Denied Telework in the U.S. Federal Service?","authors":"Gregory B. Lewis, Ximena Pizarro-Bore, M. Blake Emidy","doi":"10.1177/0734371x241274126","DOIUrl":"https://doi.org/10.1177/0734371x241274126","url":null,"abstract":"Discretionary rewards can motivate employees but increase social inequity. Before the COVID-19 pandemic, when supervisors had substantial discretion over whether and how frequently U.S. federal employees teleworked, those who did so several times a week liked most aspects of their jobs more than those who teleworked less, especially those who were denied telework. Though telework became a necessity rather than a reward during the pandemic, supervisor discretion is increasing during the return-to-the-office period, making unequal access to telework a potential site of social inequity. Using logit analysis on the Federal Employee Viewpoint Survey (FEVS) before and during the pandemic, we examine how race, sex, disability status, and sexual orientation affected who was denied telework and how job characteristics affected those decisions. Black, Latino, and younger employees and employees with disabilities were more likely to have telework requests turned down; differences by gender and sexual orientation barely existed.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"48 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142166132","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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