Pub Date : 2023-03-02DOI: 10.1177/0734371x231155794
H. Fitzhugh, G. Michaelides, K. Daniels, S. Connolly, E. Nasamu
This article reports on the largest randomized control trial (with followup) to examine the effects of mindfulness among police officers and staff. The benefits of mindfulness for wellbeing are established, but less is known about long-term impact on employee wellbeing and the implications of individual outcomes at organizational level. In the RCT, both the wellbeing and performance of users of two mindfulness apps over 24 weeks improved as compared to a control group. In responding to calls for consideration of relevance alongside rigor in public administration field experiments, the study also investigated how a large-scale wellbeing intervention was implemented and applied cost-effectiveness methodology to link individual and organizational outcomes and demonstrate cost savings. This additional contextualization showed how to improve implementation of wellbeing interventions for public personnel and demonstrated a method for rigorously assessing whether interventions deliver on both an individual and organizational level.
{"title":"Mindfulness for Performance and Wellbeing in the Police: Linking Individual and Organizational Outcomes","authors":"H. Fitzhugh, G. Michaelides, K. Daniels, S. Connolly, E. Nasamu","doi":"10.1177/0734371x231155794","DOIUrl":"https://doi.org/10.1177/0734371x231155794","url":null,"abstract":"This article reports on the largest randomized control trial (with followup) to examine the effects of mindfulness among police officers and staff. The benefits of mindfulness for wellbeing are established, but less is known about long-term impact on employee wellbeing and the implications of individual outcomes at organizational level. In the RCT, both the wellbeing and performance of users of two mindfulness apps over 24 weeks improved as compared to a control group. In responding to calls for consideration of relevance alongside rigor in public administration field experiments, the study also investigated how a large-scale wellbeing intervention was implemented and applied cost-effectiveness methodology to link individual and organizational outcomes and demonstrate cost savings. This additional contextualization showed how to improve implementation of wellbeing interventions for public personnel and demonstrated a method for rigorously assessing whether interventions deliver on both an individual and organizational level.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44679201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-02DOI: 10.1177/0734371x231155357
A. Møller, C. Grøn
Street-level workers are notoriously difficult to manage. Over the years, scholars have highlighted the importance of social dynamics and informal and collective leadership in street-level contexts. Yet, the question of how formal managers can support street-level workers’ performance and well-being remains underexplored. Building on insights from the street-level and generic leadership literatures, the authors seek to delineate a role for formal managers that takes seriously the particularities of the street-level context. The authors develop a concept of street-level leadership that is underpinned by a relational approach and focused on activating street-level workers’ professional knowledge and building supportive communities, with the purpose of supporting professional uses of discretion, conscientious prioritizations, and the ability to handle moral dilemmas and emotional strain. Empirical examples illustrate street-level leadership in practice. Future research should explore the proposed mechanisms and effects of street-level leadership, including important HRM outcomes such as job satisfaction, retention, and burnout.
{"title":"Street-Level Leadership: Re-conceptualizing the Role of the Manager","authors":"A. Møller, C. Grøn","doi":"10.1177/0734371x231155357","DOIUrl":"https://doi.org/10.1177/0734371x231155357","url":null,"abstract":"Street-level workers are notoriously difficult to manage. Over the years, scholars have highlighted the importance of social dynamics and informal and collective leadership in street-level contexts. Yet, the question of how formal managers can support street-level workers’ performance and well-being remains underexplored. Building on insights from the street-level and generic leadership literatures, the authors seek to delineate a role for formal managers that takes seriously the particularities of the street-level context. The authors develop a concept of street-level leadership that is underpinned by a relational approach and focused on activating street-level workers’ professional knowledge and building supportive communities, with the purpose of supporting professional uses of discretion, conscientious prioritizations, and the ability to handle moral dilemmas and emotional strain. Empirical examples illustrate street-level leadership in practice. Future research should explore the proposed mechanisms and effects of street-level leadership, including important HRM outcomes such as job satisfaction, retention, and burnout.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44803551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-16DOI: 10.1177/0734371x231152777
Justin M. Stritch, U. Jensen, D. Swindell, Michelle Allgood, Allegra H. Fullerton
Advocates often present veterans as an untapped resource for local governments to boost the public service workforce. However, there is a lack of understanding of how human resource (HR) professionals value military experience when assessing candidate preparedness for a managerial career in public service. We examine how veteran status affects U.S. city and county HR directors’ evaluations of candidates for entry-level managerial positions in local government. Using an experimental design, we randomly assign candidate characteristics of veteran status and gender, and we observe HR directors’ assessments of candidate preparedness. Our findings reveal a premium on veteran status for candidate assessments relative to similar private sector experience in assessments of candidate experience. At the same time, the results are less conclusive when compared to similar public sector experiences. In addition, we find no clear evidence of disparate assessments of candidate preparedness as a function of candidate gender.
{"title":"Veteran Status and Job Candidate Assessments in U.S. Local Governments","authors":"Justin M. Stritch, U. Jensen, D. Swindell, Michelle Allgood, Allegra H. Fullerton","doi":"10.1177/0734371x231152777","DOIUrl":"https://doi.org/10.1177/0734371x231152777","url":null,"abstract":"Advocates often present veterans as an untapped resource for local governments to boost the public service workforce. However, there is a lack of understanding of how human resource (HR) professionals value military experience when assessing candidate preparedness for a managerial career in public service. We examine how veteran status affects U.S. city and county HR directors’ evaluations of candidates for entry-level managerial positions in local government. Using an experimental design, we randomly assign candidate characteristics of veteran status and gender, and we observe HR directors’ assessments of candidate preparedness. Our findings reveal a premium on veteran status for candidate assessments relative to similar private sector experience in assessments of candidate experience. At the same time, the results are less conclusive when compared to similar public sector experiences. In addition, we find no clear evidence of disparate assessments of candidate preparedness as a function of candidate gender.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"1 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65137519","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-09DOI: 10.1177/0734371x221146718
C. Grøn, L. B. Andersen
Research shows that leadership identity is important for public managers’ behavior, but has until now relied primarily on self-reports. Arguing that leadership identity is a relational concept, this article compares the managers’ experienced leadership identity with the corresponding follower perceived leadership identity and followers’ role perceptions of their leaders. Further, we test whether leadership training affects these concepts. Panel data from 911 municipal employees and their 84 managers confirms that managers experience that they have a more dominant leadership identity relative to their employees’ perception, but that employees see their managers as having a more dominant leadership identity after the managers’ participation in leadership training. Data from 171 managers and their 1,572 employees in another municipality further show that many employees emphasize the professional role of their manager. Our study implies that public managers should consider prioritizing leadership training to strengthen their followers’ perceptions of them as leaders.
{"title":"Developing Perceived and Experienced Identity: How Leadership Training Affects Leadership Identity","authors":"C. Grøn, L. B. Andersen","doi":"10.1177/0734371x221146718","DOIUrl":"https://doi.org/10.1177/0734371x221146718","url":null,"abstract":"Research shows that leadership identity is important for public managers’ behavior, but has until now relied primarily on self-reports. Arguing that leadership identity is a relational concept, this article compares the managers’ experienced leadership identity with the corresponding follower perceived leadership identity and followers’ role perceptions of their leaders. Further, we test whether leadership training affects these concepts. Panel data from 911 municipal employees and their 84 managers confirms that managers experience that they have a more dominant leadership identity relative to their employees’ perception, but that employees see their managers as having a more dominant leadership identity after the managers’ participation in leadership training. Data from 171 managers and their 1,572 employees in another municipality further show that many employees emphasize the professional role of their manager. Our study implies that public managers should consider prioritizing leadership training to strengthen their followers’ perceptions of them as leaders.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46181905","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-09DOI: 10.1177/0734371x221149137
Galia Cohen, Andrea M. Headley
Procedural justice can impact on street-level bureaucrat (SLB)-citizen encounters as it shapes citizens’ experience with, and perception of, the delivery of public service. Specifically, in police encounters with the public, procedural justice has recently dominated the public discourse due to the tensions around police-community relations. One way to enhance the quality of SLB-citizen encounters is through procedural justice training. Utilizing a mixed methods design, we conduct a two-pronged analysis of (1) the content and teaching time of procedural justice training in state-mandated basic police curricula across U.S. states and (2) the ways training content (i.e., concepts of procedural justice) is conceptualized by the street-level bureaucrats who are the subjects of these curricula. The study identifies deficiencies in the length of the training and highlights discrepancies between the content emphasized in the training and the ways in which SLBs perceive and interpret its utility and applicability. It concludes by offering practical recommendations on how to improve procedural justice competencies, and by way, enhance SLB-citizen encounters through training.
{"title":"Training and ‘Doing’ Procedural Justice in the Frontline of Public Service: Evidence from Police","authors":"Galia Cohen, Andrea M. Headley","doi":"10.1177/0734371x221149137","DOIUrl":"https://doi.org/10.1177/0734371x221149137","url":null,"abstract":"Procedural justice can impact on street-level bureaucrat (SLB)-citizen encounters as it shapes citizens’ experience with, and perception of, the delivery of public service. Specifically, in police encounters with the public, procedural justice has recently dominated the public discourse due to the tensions around police-community relations. One way to enhance the quality of SLB-citizen encounters is through procedural justice training. Utilizing a mixed methods design, we conduct a two-pronged analysis of (1) the content and teaching time of procedural justice training in state-mandated basic police curricula across U.S. states and (2) the ways training content (i.e., concepts of procedural justice) is conceptualized by the street-level bureaucrats who are the subjects of these curricula. The study identifies deficiencies in the length of the training and highlights discrepancies between the content emphasized in the training and the ways in which SLBs perceive and interpret its utility and applicability. It concludes by offering practical recommendations on how to improve procedural justice competencies, and by way, enhance SLB-citizen encounters through training.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42145665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-22DOI: 10.1177/0734371x221149165
Zehavit Levitats
The goal of this conceptual study is to highlight the potential contribution of emotional intelligence as a tool in advancing the study of equity in public service delivery. By reviewing the literature on emotional intelligence in public administration and rationalizing its relationship with equity among street-level bureaucrats and bureaucracies, this article proposes a strategy to promote social equity in the provision of public service. The proposed strategy focuses on the role of EI-supportive organizational culture, and particularly human resource management practices, as a means to enhance bureaucrats’ emotionally intelligent behavior in their interactions with citizens-clients. Finally, the article proposes a theoretical and methodological agenda for future research in this important field of study.
{"title":"Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery","authors":"Zehavit Levitats","doi":"10.1177/0734371x221149165","DOIUrl":"https://doi.org/10.1177/0734371x221149165","url":null,"abstract":"The goal of this conceptual study is to highlight the potential contribution of emotional intelligence as a tool in advancing the study of equity in public service delivery. By reviewing the literature on emotional intelligence in public administration and rationalizing its relationship with equity among street-level bureaucrats and bureaucracies, this article proposes a strategy to promote social equity in the provision of public service. The proposed strategy focuses on the role of EI-supportive organizational culture, and particularly human resource management practices, as a means to enhance bureaucrats’ emotionally intelligent behavior in their interactions with citizens-clients. Finally, the article proposes a theoretical and methodological agenda for future research in this important field of study.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47744511","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-22DOI: 10.1177/0734371x221149154
Paul Bruno
Public agencies vary considerably in the extent to which they defer compensation until later in workers’ careers and often heavily backload compensation even when frontloaded compensation would likely be more efficient. I use two-way fixed effects models and detailed longitudinal data on collective bargaining agreements, salaries, and fringe benefits in public school districts in California to test two common theories about the prevalence of deferred public sector compensation. I find no evidence that stronger unions bargain for more backloaded compensation on average. However, I find suggestive evidence that unions may prefer to bargain for more backloaded compensation when their members are more veteran. I find no support for the theory that administrators prefer to defer compensation when employee performance is more difficult to monitor. These results suggest that other explanations for the backloadedness of public sector compensation may hold more promise, though they also call for additional empirical investigation.
{"title":"Unions, Monitoring, and Deferred Compensation: Evidence From California School Districts","authors":"Paul Bruno","doi":"10.1177/0734371x221149154","DOIUrl":"https://doi.org/10.1177/0734371x221149154","url":null,"abstract":"Public agencies vary considerably in the extent to which they defer compensation until later in workers’ careers and often heavily backload compensation even when frontloaded compensation would likely be more efficient. I use two-way fixed effects models and detailed longitudinal data on collective bargaining agreements, salaries, and fringe benefits in public school districts in California to test two common theories about the prevalence of deferred public sector compensation. I find no evidence that stronger unions bargain for more backloaded compensation on average. However, I find suggestive evidence that unions may prefer to bargain for more backloaded compensation when their members are more veteran. I find no support for the theory that administrators prefer to defer compensation when employee performance is more difficult to monitor. These results suggest that other explanations for the backloadedness of public sector compensation may hold more promise, though they also call for additional empirical investigation.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49438562","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-16DOI: 10.1177/0734371x221149164
Helen H. Yu
Reporting workplace discrimination has garnered renewed attention in public administration scholarship. Missing, however, from the literature is bystander reporting, a relatively new and understudied mode of reporting. Using a sub-sample of respondents (i.e., bystanders) who witnessed others encountering workplace discrimination—specifically race- ( n = 886) and/or sex-based discrimination ( n = 1,152)—this study finds that less than one fifth (18.7% and 16.6% respectively) of all bystanders reported the alleged offense. However, this study suggests that personal characteristics such as age, race or ethnicity, and veteran status, as well as occupational variables such as supervisory status and tenure duration, significantly impacted bystander reporting after witnessing race-based discrimination. Likewise, personal characteristics such as age, as well as occupational variables such as grade level, supervisory status, and tenure duration, also significantly impacted bystander reporting after witnessing sex-based discrimination. These findings are important because a different mode of reporting may increase agency accountability for acts of workplace discrimination or retaliation.
{"title":"Reporting Workplace Discrimination: An Exploratory Analysis of Bystander Behavior","authors":"Helen H. Yu","doi":"10.1177/0734371x221149164","DOIUrl":"https://doi.org/10.1177/0734371x221149164","url":null,"abstract":"Reporting workplace discrimination has garnered renewed attention in public administration scholarship. Missing, however, from the literature is bystander reporting, a relatively new and understudied mode of reporting. Using a sub-sample of respondents (i.e., bystanders) who witnessed others encountering workplace discrimination—specifically race- ( n = 886) and/or sex-based discrimination ( n = 1,152)—this study finds that less than one fifth (18.7% and 16.6% respectively) of all bystanders reported the alleged offense. However, this study suggests that personal characteristics such as age, race or ethnicity, and veteran status, as well as occupational variables such as supervisory status and tenure duration, significantly impacted bystander reporting after witnessing race-based discrimination. Likewise, personal characteristics such as age, as well as occupational variables such as grade level, supervisory status, and tenure duration, also significantly impacted bystander reporting after witnessing sex-based discrimination. These findings are important because a different mode of reporting may increase agency accountability for acts of workplace discrimination or retaliation.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47243289","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-16DOI: 10.1177/0734371X221149128
K. Kuenzi, Amanda J. Stewart, Marlene Walk
Critical incidents often have significant impacts on workers, sometimes causing disruptions to career pathways and a re-evaluation of past career decisions. This article seeks to explore the impact of the COVID-19 pandemic on nonprofit workers and their commitment to the sector using a critical incidents lens. In-depth interviews with nonprofit workers provided insights on the pandemic’s impact on workers’ personal and professional lives and how they made sense of these. Changes to work including flexibility and work-from-home options were often viewed positively, yet workers expressed a loss of connection with their colleagues, mental health and well-being challenges, as well as challenges to adapt to new ways of working. In making sense of these changes, commitment to the sector was mostly sustained; however, respondents also noted a shift in priorities and expressed a desire for better balance between their personal and professional lives.
{"title":"Pause But Not Panic: Exploring COVID-19 as a Critical Incident for Nonprofit Workers","authors":"K. Kuenzi, Amanda J. Stewart, Marlene Walk","doi":"10.1177/0734371X221149128","DOIUrl":"https://doi.org/10.1177/0734371X221149128","url":null,"abstract":"Critical incidents often have significant impacts on workers, sometimes causing disruptions to career pathways and a re-evaluation of past career decisions. This article seeks to explore the impact of the COVID-19 pandemic on nonprofit workers and their commitment to the sector using a critical incidents lens. In-depth interviews with nonprofit workers provided insights on the pandemic’s impact on workers’ personal and professional lives and how they made sense of these. Changes to work including flexibility and work-from-home options were often viewed positively, yet workers expressed a loss of connection with their colleagues, mental health and well-being challenges, as well as challenges to adapt to new ways of working. In making sense of these changes, commitment to the sector was mostly sustained; however, respondents also noted a shift in priorities and expressed a desire for better balance between their personal and professional lives.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48181301","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-12DOI: 10.1177/0734371x221148403
J. Fleischer, Camilla Wanckel
Worldwide, governments have introduced novel information and communication technologies (ICTs) for policy formulation and service delivery, radically changing the working environment of government employees. Following the debate on work stress and particularly on technostress, we argue that the use of ICTs triggers “digital overload” that decreases government employees’ job satisfaction via inhibiting their job autonomy. Contrary to prior research, we consider job autonomy as a consequence rather than a determinant of digital overload, because ICT-use accelerates work routines and interruptions and eventually diminishes employees’ freedom to decide how to work. Based on novel survey data from government employees in Germany, Italy, and Norway, our structural equation modeling (SEM) confirms a significant negative effect of digital overload on job autonomy. More importantly, job autonomy partially mediates the negative relationship between digital overload and job satisfaction, pointing to the importance of studying the micro-foundations of ICT-use in the public sector.
{"title":"Job Satisfaction and the Digital Transformation of the Public Sector: The Mediating Role of Job Autonomy","authors":"J. Fleischer, Camilla Wanckel","doi":"10.1177/0734371x221148403","DOIUrl":"https://doi.org/10.1177/0734371x221148403","url":null,"abstract":"Worldwide, governments have introduced novel information and communication technologies (ICTs) for policy formulation and service delivery, radically changing the working environment of government employees. Following the debate on work stress and particularly on technostress, we argue that the use of ICTs triggers “digital overload” that decreases government employees’ job satisfaction via inhibiting their job autonomy. Contrary to prior research, we consider job autonomy as a consequence rather than a determinant of digital overload, because ICT-use accelerates work routines and interruptions and eventually diminishes employees’ freedom to decide how to work. Based on novel survey data from government employees in Germany, Italy, and Norway, our structural equation modeling (SEM) confirms a significant negative effect of digital overload on job autonomy. More importantly, job autonomy partially mediates the negative relationship between digital overload and job satisfaction, pointing to the importance of studying the micro-foundations of ICT-use in the public sector.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47479753","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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