Pub Date : 2023-12-30DOI: 10.1177/0734371x231216944
Don S. Lee, Soonae Park
Understanding who behaves more ethically and how to boost one’s ethical decision making are important but relatively neglected human resource management (HRM) questions. To fill this gap, we extend recent experimental research on the role of public service motivation (PSM) in enhancing ethical behavior by leveraging a unique setting of anti-corruption reform in South Korea. Building on the difference-in-differences design in a quasi-experimental setting with more than 10,000 civil servants, gathered as part of a representative survey, we find that not only do civil servants’ higher levels of PSM lead to more ethical behavior but that their colleagues with higher levels of PSM are also perceived to be more ethical after policy implementation. As the first quasi-experimental research attempting to estimate PSM’s causal effect on ethical behavioral change, with the largest survey samples to date, our analysis has important implications regarding the greater efficacy of anti-corruption policies and the role of PSM in this context.
{"title":"Do Motivated Public Servants Behave More Ethically?","authors":"Don S. Lee, Soonae Park","doi":"10.1177/0734371x231216944","DOIUrl":"https://doi.org/10.1177/0734371x231216944","url":null,"abstract":"Understanding who behaves more ethically and how to boost one’s ethical decision making are important but relatively neglected human resource management (HRM) questions. To fill this gap, we extend recent experimental research on the role of public service motivation (PSM) in enhancing ethical behavior by leveraging a unique setting of anti-corruption reform in South Korea. Building on the difference-in-differences design in a quasi-experimental setting with more than 10,000 civil servants, gathered as part of a representative survey, we find that not only do civil servants’ higher levels of PSM lead to more ethical behavior but that their colleagues with higher levels of PSM are also perceived to be more ethical after policy implementation. As the first quasi-experimental research attempting to estimate PSM’s causal effect on ethical behavioral change, with the largest survey samples to date, our analysis has important implications regarding the greater efficacy of anti-corruption policies and the role of PSM in this context.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" 2","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139141122","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 : 2023-12-30DOI: 10.1177/0734371x231218898
Carrie Oelberger, Alyce Eaton, Jung Ho Choi
To advance tailored recruitment, management, and on-the-job socialization, we present a complementary “job fit” framework that integrates intrinsic, extrinsic, relational, and prosocial job design attributes. Employing polynomial regression models and response surface analysis, we capture and display three-dimensionally whether, when, and how the match (or mismatch) between employee preferences and experiences relates to job satisfaction. Using a large, cross-national sample of public employees, we illustrate this framework and methodology through analysis of matched preferences, experiences, and job satisfaction across six job attributes. We identified that public employees’ varied experiences of job attributes have differential impacts on job satisfaction, contingent upon preferences for the attribute. The only attribute we identified that was insensitive to employee preferences was job security. We find, for example, that working with others is associated with decreased job satisfaction for those that prefer working alone. These findings support the motivating potential of complementary “job fit” and provide nuanced attention to appropriate methodologies and a broader range of job design attributes.
{"title":"One Size Fits All? Exploring Motivation for Public Employees With a Job Fit Framework and Response Surface Analysis","authors":"Carrie Oelberger, Alyce Eaton, Jung Ho Choi","doi":"10.1177/0734371x231218898","DOIUrl":"https://doi.org/10.1177/0734371x231218898","url":null,"abstract":"To advance tailored recruitment, management, and on-the-job socialization, we present a complementary “job fit” framework that integrates intrinsic, extrinsic, relational, and prosocial job design attributes. Employing polynomial regression models and response surface analysis, we capture and display three-dimensionally whether, when, and how the match (or mismatch) between employee preferences and experiences relates to job satisfaction. Using a large, cross-national sample of public employees, we illustrate this framework and methodology through analysis of matched preferences, experiences, and job satisfaction across six job attributes. We identified that public employees’ varied experiences of job attributes have differential impacts on job satisfaction, contingent upon preferences for the attribute. The only attribute we identified that was insensitive to employee preferences was job security. We find, for example, that working with others is associated with decreased job satisfaction for those that prefer working alone. These findings support the motivating potential of complementary “job fit” and provide nuanced attention to appropriate methodologies and a broader range of job design attributes.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" October","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139136788","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 : 2023-12-22DOI: 10.1177/0734371x231220868
Chang Yee Kwan
{"title":"Book Review: Civil service systems in East and Southeast Asia","authors":"Chang Yee Kwan","doi":"10.1177/0734371x231220868","DOIUrl":"https://doi.org/10.1177/0734371x231220868","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"27 11","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139164534","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 : 2023-12-22DOI: 10.1177/0734371x231214994
Daniel Tyskbo
While important insights have been provided into the role of HR managers in performing change in the workplace, still little is known about how HR managers themselves are shaped by change, in particular in relation to those changes triggered by radical or disruptive shock events and crisis situations, and in the public sector context. In this study, we aim to address this, using an exploratory qualitative interview study to explore how the serious and profound COVID-19 pandemic triggered boundary work among HR managers in public sector municipalities. Our findings illustrate that COVID-19 triggered HR managers to engage in boundary work in two main ways: either by defending their boundaries (through the two practices of counteracting dumping and counteracting shirking) or by expanding them (through the two practices of facilitating self-fulfillment and facilitating status-enhancement). We discuss how this variation is related to whether the HR managers experienced and made sense of the pandemic mainly as a threat—of being forced into unwanted responsibility—or if they experienced and made sense of it mainly as an opportunity to take advantage of the situation. In showing this, the study makes a number of important contributions to both theory and practice.
{"title":"Defending and Expanding Boundaries: Exploring How COVID-19 Triggered Boundary Work Among HR Managers in the Public Sector","authors":"Daniel Tyskbo","doi":"10.1177/0734371x231214994","DOIUrl":"https://doi.org/10.1177/0734371x231214994","url":null,"abstract":"While important insights have been provided into the role of HR managers in performing change in the workplace, still little is known about how HR managers themselves are shaped by change, in particular in relation to those changes triggered by radical or disruptive shock events and crisis situations, and in the public sector context. In this study, we aim to address this, using an exploratory qualitative interview study to explore how the serious and profound COVID-19 pandemic triggered boundary work among HR managers in public sector municipalities. Our findings illustrate that COVID-19 triggered HR managers to engage in boundary work in two main ways: either by defending their boundaries (through the two practices of counteracting dumping and counteracting shirking) or by expanding them (through the two practices of facilitating self-fulfillment and facilitating status-enhancement). We discuss how this variation is related to whether the HR managers experienced and made sense of the pandemic mainly as a threat—of being forced into unwanted responsibility—or if they experienced and made sense of it mainly as an opportunity to take advantage of the situation. In showing this, the study makes a number of important contributions to both theory and practice.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"43 27","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138946669","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 : 2023-12-22DOI: 10.1177/0734371x231214978
Jesse W. Campbell
Job autonomy allows employees to act upon contextual knowledge to introduce performance-enhancing work process improvements. However, autonomy is not a sufficient condition for change-oriented organizational citizenship behavior (OCB), as employees may lack the skills, information, or psychological safety necessary to pursue change. I propose a job autonomy-based multi-conditional process model of change-oriented OCB that takes into account the mediating role of job performance and the moderating roles of both role ambiguity and procedural justice. Using a large sample of Korean central and local government workers, I estimate a latent variable moderated mediation model. The results suggest that the effect of job autonomy on change-oriented OCB via job performance is strongest when role ambiguity is low and procedural justice is high. In closing, I argue that public managers need to be cognizant of the subtle factors that shape the impact of job autonomy on employee behavioral outputs.
{"title":"Job Autonomy, Role Ambiguity, and Procedural Justice: A Multi-Conditional Process Model of Change-Oriented Organizational Citizenship Behavior in Public Organizations","authors":"Jesse W. Campbell","doi":"10.1177/0734371x231214978","DOIUrl":"https://doi.org/10.1177/0734371x231214978","url":null,"abstract":"Job autonomy allows employees to act upon contextual knowledge to introduce performance-enhancing work process improvements. However, autonomy is not a sufficient condition for change-oriented organizational citizenship behavior (OCB), as employees may lack the skills, information, or psychological safety necessary to pursue change. I propose a job autonomy-based multi-conditional process model of change-oriented OCB that takes into account the mediating role of job performance and the moderating roles of both role ambiguity and procedural justice. Using a large sample of Korean central and local government workers, I estimate a latent variable moderated mediation model. The results suggest that the effect of job autonomy on change-oriented OCB via job performance is strongest when role ambiguity is low and procedural justice is high. In closing, I argue that public managers need to be cognizant of the subtle factors that shape the impact of job autonomy on employee behavioral outputs.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"74 18","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138945378","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 : 2023-12-18DOI: 10.1177/0734371x231214967
Gustav Egede Hansen
Research on public sector outsourcing primarily focuses on costs and quality, whereas studies investigating the consequences for personnel exposed to outsourcing are scarce. Based on increased competition and private ownership, this study hypothesizes that outsourcing negatively affects employee job engagement and burnout, with more adverse consequences when job demands are high and resources are limited. With unique survey and administrative data, the study compares outcomes for outsourced employees and public employees in similar jobs. The analysis shows that outsourced employees have significantly lower engagement and higher burnout, while further analysis shows that outsourced employees are worse off when job demands are high but equally or less affected when job demands are low. Finally, the analysis shows that outsourcing has significant, adverse consequences for less resourceful employees. The results advance our understanding of how outsourcing influences public personnel and highlights the uneven distribution of consequences across employees.
{"title":"Why Is Outsourcing Good for Some Employees and Bad for Others? How Demands and Resources Moderate the Outcome","authors":"Gustav Egede Hansen","doi":"10.1177/0734371x231214967","DOIUrl":"https://doi.org/10.1177/0734371x231214967","url":null,"abstract":"Research on public sector outsourcing primarily focuses on costs and quality, whereas studies investigating the consequences for personnel exposed to outsourcing are scarce. Based on increased competition and private ownership, this study hypothesizes that outsourcing negatively affects employee job engagement and burnout, with more adverse consequences when job demands are high and resources are limited. With unique survey and administrative data, the study compares outcomes for outsourced employees and public employees in similar jobs. The analysis shows that outsourced employees have significantly lower engagement and higher burnout, while further analysis shows that outsourced employees are worse off when job demands are high but equally or less affected when job demands are low. Finally, the analysis shows that outsourcing has significant, adverse consequences for less resourceful employees. The results advance our understanding of how outsourcing influences public personnel and highlights the uneven distribution of consequences across employees.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"30 3","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139176223","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 : 2023-12-09DOI: 10.1177/0734371x231214973
J. Kellough
A professional civil service resting on principles of merit is widely considered an essential and well-established feature of modern government. Nevertheless, the foundation of merit upon which the U.S. federal service is erected is not secure. Indeed, the system is quite fragile. It presumes the presence of a President who understands and is committed to the concept of merit and who has the political will to secure its preservation. This fact was made abundantly clear during the Presidency of Donald J. Trump from January of 2017 to January of 2021. This article describes events during the Trump Presidency that illustrate the fragility of the merit system in the U.S. federal government.
{"title":"The Fragility of Merit: Erosion of the Foundation of Public Service Under Trump","authors":"J. Kellough","doi":"10.1177/0734371x231214973","DOIUrl":"https://doi.org/10.1177/0734371x231214973","url":null,"abstract":"A professional civil service resting on principles of merit is widely considered an essential and well-established feature of modern government. Nevertheless, the foundation of merit upon which the U.S. federal service is erected is not secure. Indeed, the system is quite fragile. It presumes the presence of a President who understands and is committed to the concept of merit and who has the political will to secure its preservation. This fact was made abundantly clear during the Presidency of Donald J. Trump from January of 2017 to January of 2021. This article describes events during the Trump Presidency that illustrate the fragility of the merit system in the U.S. federal government.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"12 7","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-12-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138585846","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 : 2023-11-29DOI: 10.1177/0734371x231198165
Samantha Metselaar, E. Klijn, Laura den Dulk, B. Vermeeren
In this article we raise the question whether servant leadership became more important for performance and work-life balance satisfaction during the COVID-19 pandemic. Two alternative hypotheses are formulated stating that on the one hand the impact of servant leadership may have increased during COVID-19 as servant leadership can help in dealing with a crisis. On the other hand, it may have become more difficult to express leadership behaviors when leaders and employees are physically distanced from one another. A longitudinal approach was taken to examine the role of servant leadership in relation to the performance and work-life balance satisfaction, comparing the situation before and during the pandemic. Panel data was collected in a Dutch government organization ( N = 293). Results indicate that there was a decrease in the amount of servant leadership experienced by employees, however its impact remained in times where leaders and employees were confined to their homes.
{"title":"Did Leadership Become More Important During COVID-19? A Longitudinal Analysis of the Impact of Servant Leadership on Performance and Work-Life Balance Satisfaction in a Public Organization","authors":"Samantha Metselaar, E. Klijn, Laura den Dulk, B. Vermeeren","doi":"10.1177/0734371x231198165","DOIUrl":"https://doi.org/10.1177/0734371x231198165","url":null,"abstract":"In this article we raise the question whether servant leadership became more important for performance and work-life balance satisfaction during the COVID-19 pandemic. Two alternative hypotheses are formulated stating that on the one hand the impact of servant leadership may have increased during COVID-19 as servant leadership can help in dealing with a crisis. On the other hand, it may have become more difficult to express leadership behaviors when leaders and employees are physically distanced from one another. A longitudinal approach was taken to examine the role of servant leadership in relation to the performance and work-life balance satisfaction, comparing the situation before and during the pandemic. Panel data was collected in a Dutch government organization ( N = 293). Results indicate that there was a decrease in the amount of servant leadership experienced by employees, however its impact remained in times where leaders and employees were confined to their homes.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"44 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139212155","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}
Civil service organizations around the world are confronted with a constant need to change to meet the needs of the public in a more efficient manner. The success of resultant change initiatives depends on the members of the civil service and, in particular, their affective commitment to change. In this case study of the Irish civil service, we examine factors that may foster affective commitment to change, with a focus on the roles of prosocial impact and organizational identification. We also consider the perceived involvement climate. Based on extensive survey data ( N = 16,050) collected in the Irish Civil Service, we find that organizational identification acts as a mediator between prosocial impact and affective commitment to change and that this mediated relationship is strengthened when there is a strong involvement climate. Theoretical contributions are discussed along with practical implications.
{"title":"Understanding Affective Commitment to Change in a Civil Service Context: The Roles of Prosocial Job Design, Organizational Identification, and Involvement Climate","authors":"Edel Conway, Yseult Freeney, Kathy Monks, Natasha McDowell","doi":"10.1177/0734371x231211153","DOIUrl":"https://doi.org/10.1177/0734371x231211153","url":null,"abstract":"Civil service organizations around the world are confronted with a constant need to change to meet the needs of the public in a more efficient manner. The success of resultant change initiatives depends on the members of the civil service and, in particular, their affective commitment to change. In this case study of the Irish civil service, we examine factors that may foster affective commitment to change, with a focus on the roles of prosocial impact and organizational identification. We also consider the perceived involvement climate. Based on extensive survey data ( N = 16,050) collected in the Irish Civil Service, we find that organizational identification acts as a mediator between prosocial impact and affective commitment to change and that this mediated relationship is strengthened when there is a strong involvement climate. Theoretical contributions are discussed along with practical implications.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"2 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139233174","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 : 2023-11-21DOI: 10.1177/0734371x231213900
Jessica E. Sowa
{"title":"Thank you to the Review of Public Personnel Administration Community","authors":"Jessica E. Sowa","doi":"10.1177/0734371x231213900","DOIUrl":"https://doi.org/10.1177/0734371x231213900","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"39 1","pages":"619 - 622"},"PeriodicalIF":3.9,"publicationDate":"2023-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139253113","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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