Pub Date : 2023-08-12DOI: 10.1177/0734371x231190327
Taeyeon Kim, Wonhyuk Cho
Public personnel management should strive to balance the needs of employees, employers, and society, but there is insufficient empirical research to conclude whether such goals conflict or coincide. Using longitudinal data from multiple independent sources, this study analyzes the relationship between employee voice opportunity in personnel management (employee rights), organizational performance (employer interest), and competing demands from citizens (societal objectives). The results showed that public agencies encouraging employees to voice their rights outperformed their counterparts when faced with high or very high levels of competing demands from citizens after controlling for various factors. However, this appreciation for employee voice does not always yield positive-sum organizational outcomes when the competing demands on work are lower. These findings suggest that treating employees fairly and empowering them may lead to better long-term organizational performance in the face of high levels of competing demands from stakeholders, but the benefits of this approach may not always outweigh the costs, potentially due to the substantial expenses or risks associated with the promised payoffs.
{"title":"Employee Voice Opportunities Enhance Organizational Performance When Faced With Competing Demands","authors":"Taeyeon Kim, Wonhyuk Cho","doi":"10.1177/0734371x231190327","DOIUrl":"https://doi.org/10.1177/0734371x231190327","url":null,"abstract":"Public personnel management should strive to balance the needs of employees, employers, and society, but there is insufficient empirical research to conclude whether such goals conflict or coincide. Using longitudinal data from multiple independent sources, this study analyzes the relationship between employee voice opportunity in personnel management (employee rights), organizational performance (employer interest), and competing demands from citizens (societal objectives). The results showed that public agencies encouraging employees to voice their rights outperformed their counterparts when faced with high or very high levels of competing demands from citizens after controlling for various factors. However, this appreciation for employee voice does not always yield positive-sum organizational outcomes when the competing demands on work are lower. These findings suggest that treating employees fairly and empowering them may lead to better long-term organizational performance in the face of high levels of competing demands from stakeholders, but the benefits of this approach may not always outweigh the costs, potentially due to the substantial expenses or risks associated with the promised payoffs.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41748690","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 : 2023-08-08DOI: 10.1177/0734371x231190324
David Lee, Jeongyoon Lee, S. Kim
One aspect of telework that has been underresearched is the effect of telework on interpersonal collaboration. Relatively little is known about how employees collaborate when they telework. Drawing on boundary theory and goal setting theory, we examined the impact of telework participation on three types of interpersonal collaboration (horizontal, vertical, and inter-work unit) and then tested the role of organizational goal clarity as a potential moderator in strengthening or weakening these relationships. The results of a series of fixed effects regression models show that telework participation rates are negatively associated with all three types of interpersonal collaboration. We also found that organizational goal clarity mitigates such negative relationships. Our findings contribute to the growing literature on telework and interpersonal collaboration, focusing on the crucial role of organizational goal clarity.
{"title":"Paving the Way for Interpersonal Collaboration in Telework: The Moderating Role of Organizational Goal Clarity in the Public Workplace","authors":"David Lee, Jeongyoon Lee, S. Kim","doi":"10.1177/0734371x231190324","DOIUrl":"https://doi.org/10.1177/0734371x231190324","url":null,"abstract":"One aspect of telework that has been underresearched is the effect of telework on interpersonal collaboration. Relatively little is known about how employees collaborate when they telework. Drawing on boundary theory and goal setting theory, we examined the impact of telework participation on three types of interpersonal collaboration (horizontal, vertical, and inter-work unit) and then tested the role of organizational goal clarity as a potential moderator in strengthening or weakening these relationships. The results of a series of fixed effects regression models show that telework participation rates are negatively associated with all three types of interpersonal collaboration. We also found that organizational goal clarity mitigates such negative relationships. Our findings contribute to the growing literature on telework and interpersonal collaboration, focusing on the crucial role of organizational goal clarity.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47818320","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 : 2023-08-04DOI: 10.1177/0734371x231188636
{"title":"Corrigendum to “Are we innovative? Increasing perceptions of nonprofit innovation through leadership, inclusion, and commitment”","authors":"","doi":"10.1177/0734371x231188636","DOIUrl":"https://doi.org/10.1177/0734371x231188636","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49022964","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 : 2023-07-04DOI: 10.1177/0734371x231182970
Sophie Offringa, S. Groeneveld
This article examines the consequences of stereotypical beliefs regarding gender, traits, and leadership styles for manager preferences in public organizational contexts that differ as to the gender composition of their workforce. It is hypothesized that employee preferences for male, agentic, and/or transactional managers relative to female, communal, and/or transformational managers are stronger in male-dominated contexts than in female-dominated contexts. Hypotheses are tested through a conjoint survey experiment among 2,757 Dutch public sector employees in education, police, and defense. Findings show that there is a stronger preference for communal managers over agentic managers in both contexts, independent of the manager’s gender. In contrast, employee preferences for transactional leadership relative to transformational leadership are stronger in male-dominated contexts than in female-dominated contexts and vice versa, also independent of the gender of the manager. The article discusses the implications of the study’s findings for the study of gender and leadership preferences.
{"title":"Are Leadership Preferences Gendered? A Conjoint Analysis of Employee Preferences for Manager Characteristics in Male- and Female-Dominated Public Sub-Sectors in the Netherlands","authors":"Sophie Offringa, S. Groeneveld","doi":"10.1177/0734371x231182970","DOIUrl":"https://doi.org/10.1177/0734371x231182970","url":null,"abstract":"This article examines the consequences of stereotypical beliefs regarding gender, traits, and leadership styles for manager preferences in public organizational contexts that differ as to the gender composition of their workforce. It is hypothesized that employee preferences for male, agentic, and/or transactional managers relative to female, communal, and/or transformational managers are stronger in male-dominated contexts than in female-dominated contexts. Hypotheses are tested through a conjoint survey experiment among 2,757 Dutch public sector employees in education, police, and defense. Findings show that there is a stronger preference for communal managers over agentic managers in both contexts, independent of the manager’s gender. In contrast, employee preferences for transactional leadership relative to transformational leadership are stronger in male-dominated contexts than in female-dominated contexts and vice versa, also independent of the gender of the manager. The article discusses the implications of the study’s findings for the study of gender and leadership preferences.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47427187","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 : 2023-07-02DOI: 10.1177/0734371x231182988
Willemijn Gils, Mieke Audenaert, D. Patient, Adelien Decramer
This study focuses on public secondary schools to examine the extent to which leader-level job demands impact the relationship between employees’ job resources, job demands, and well-being. Specifically, we investigate (1) how teachers’ developmental rewards and expected contributions relate to their work engagement and emotional exhaustion and (2) the role of school principals’ work pressure in this relationship. Building on recent developments in job demands-resources (JD-R) theory, we argue a leaders’ work pressure can trickle down to the employee level. Hierarchical linear analyses reveal that principals’ work pressure moderates the relationship between teachers’ expected contributions and emotional exhaustion. We thus add to JD-R theory by suggesting that employee work outcomes are also shaped by job demands at the leader level. Policies aimed at improving employee well-being should therefore be based on a comprehensive image of the organization that also takes the leader’s job demands into account.
{"title":"When and How Developmental Rewards and Expected Contributions Relate to Emotional Exhaustion Through Work Engagement: The Multilevel Moderating Role of the Leader’s Work Pressure","authors":"Willemijn Gils, Mieke Audenaert, D. Patient, Adelien Decramer","doi":"10.1177/0734371x231182988","DOIUrl":"https://doi.org/10.1177/0734371x231182988","url":null,"abstract":"This study focuses on public secondary schools to examine the extent to which leader-level job demands impact the relationship between employees’ job resources, job demands, and well-being. Specifically, we investigate (1) how teachers’ developmental rewards and expected contributions relate to their work engagement and emotional exhaustion and (2) the role of school principals’ work pressure in this relationship. Building on recent developments in job demands-resources (JD-R) theory, we argue a leaders’ work pressure can trickle down to the employee level. Hierarchical linear analyses reveal that principals’ work pressure moderates the relationship between teachers’ expected contributions and emotional exhaustion. We thus add to JD-R theory by suggesting that employee work outcomes are also shaped by job demands at the leader level. Policies aimed at improving employee well-being should therefore be based on a comprehensive image of the organization that also takes the leader’s job demands into account.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44999784","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}
Subcutaneous leiomyosarcomas (LMS) are rare soft tissue sarcomas arising from small-to-medium-sized blood vessels. Involvement of the anterior abdominal wall is extremely rare. We present a case of a 72-year-old gentleman who presented with 3 months history of a progressively increasing mass in the supra-pubic region reaching the root of the penis without any regional lymphadenopathy. Magnetic resonance imaging (MRI) pelvis showed a large heterogeneous mass in the lower abdomen indenting the penile corpora. Complete pathological clearance was achieved by wide excision of the mass with total penectomy and cutaneous urethrostomy. The patient received adjuvant radiation therapy and is free of local recurrence or distant metastasis two years after the surgery.
{"title":"Subcutaneous Leiomyosarcoma Of Supra-Pubic Region Managed With Wide Local Excision And Total Penectomy.","authors":"Syed Muhammad Nazim, Ayesha Nusrat, Ahmad Bashir","doi":"10.55519/JAMC-03-11083","DOIUrl":"10.55519/JAMC-03-11083","url":null,"abstract":"<p><p>Subcutaneous leiomyosarcomas (LMS) are rare soft tissue sarcomas arising from small-to-medium-sized blood vessels. Involvement of the anterior abdominal wall is extremely rare. We present a case of a 72-year-old gentleman who presented with 3 months history of a progressively increasing mass in the supra-pubic region reaching the root of the penis without any regional lymphadenopathy. Magnetic resonance imaging (MRI) pelvis showed a large heterogeneous mass in the lower abdomen indenting the penile corpora. Complete pathological clearance was achieved by wide excision of the mass with total penectomy and cutaneous urethrostomy. The patient received adjuvant radiation therapy and is free of local recurrence or distant metastasis two years after the surgery.</p>","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"17 1","pages":"490-492"},"PeriodicalIF":0.0,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87215664","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 : 2023-06-15DOI: 10.1177/0734371x231175343
Heng Qu, R. Robichau
Research on cross-sector differences has long demonstrated that workers in public and nonprofit sectors are more prosocially and intrinsically motivated, which in turn shapes their work behavior and outcomes, but little evidence exists on how public service employment is associated with workers’ life quality outside of the organizational context. Using cross-sectional data pooled from the Well-being Module of the American Time Use Survey, we investigate whether sectors of employment can predict workers’ subjective well-being (SWB) beyond the work domain. The results suggest public servants across all levels of government as well as nonprofit organizations experience higher life satisfaction than their for-profit counterparts. However, there are different patterns in daily experiential well-being across levels of government. Further analyses by work and non-work days demonstrate that work itself is likely to be a key factor affecting workers’ daily experience across sectors. Implications for theory and practice are discussed.
{"title":"Subjective Well-Being Across the Sectors: Examining Differences in Workers’ Life Satisfaction and Daily Experiential Well-Being","authors":"Heng Qu, R. Robichau","doi":"10.1177/0734371x231175343","DOIUrl":"https://doi.org/10.1177/0734371x231175343","url":null,"abstract":"Research on cross-sector differences has long demonstrated that workers in public and nonprofit sectors are more prosocially and intrinsically motivated, which in turn shapes their work behavior and outcomes, but little evidence exists on how public service employment is associated with workers’ life quality outside of the organizational context. Using cross-sectional data pooled from the Well-being Module of the American Time Use Survey, we investigate whether sectors of employment can predict workers’ subjective well-being (SWB) beyond the work domain. The results suggest public servants across all levels of government as well as nonprofit organizations experience higher life satisfaction than their for-profit counterparts. However, there are different patterns in daily experiential well-being across levels of government. Further analyses by work and non-work days demonstrate that work itself is likely to be a key factor affecting workers’ daily experience across sectors. Implications for theory and practice are discussed.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"1 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41396833","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 : 2023-05-27DOI: 10.1177/0734371X231162028
Susan M. Miller, Miyeon Song
The critical efforts of essential workers during the COVID-19 crisis might have important implications for how individuals view government, nonprofit, and for-profit sector workers and their pay. This article explores views of employees’ pay considering three rationales (anticipated judgment, motivation for work, and competency in that work) that might lead to a lower valuation of work in the public and nonprofit sectors (i.e., lower pay rationales), particularly among those who work in the for-profit sector. However, highlighting a concrete way that public and non-profit employees serve the public, such as providing services during COVID-19, might mitigate this negative effect by showing their commitment to public service in an intuitive way. Our survey experiment provides evidence that activating the competency or motivation rationales lowers the likelihood that nonprofit employees are viewed as underpaid among those who work in the for-profit sector when a concrete example of public service is not provided. However, we also find some evidence that an example of public service can help to counteract these effects.
{"title":"Doing Good Work in a Crisis: Views of Pay and the COVID-19 Pandemic in the Public, Nonprofit, and For-Profit Sectors","authors":"Susan M. Miller, Miyeon Song","doi":"10.1177/0734371X231162028","DOIUrl":"https://doi.org/10.1177/0734371X231162028","url":null,"abstract":"The critical efforts of essential workers during the COVID-19 crisis might have important implications for how individuals view government, nonprofit, and for-profit sector workers and their pay. This article explores views of employees’ pay considering three rationales (anticipated judgment, motivation for work, and competency in that work) that might lead to a lower valuation of work in the public and nonprofit sectors (i.e., lower pay rationales), particularly among those who work in the for-profit sector. However, highlighting a concrete way that public and non-profit employees serve the public, such as providing services during COVID-19, might mitigate this negative effect by showing their commitment to public service in an intuitive way. Our survey experiment provides evidence that activating the competency or motivation rationales lowers the likelihood that nonprofit employees are viewed as underpaid among those who work in the for-profit sector when a concrete example of public service is not provided. However, we also find some evidence that an example of public service can help to counteract these effects.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45649326","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 : 2023-05-22DOI: 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}
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：