Collaborative Behavior and the Performance of Government Agencies

ABSTRACT

While collaboration among individuals, work groups, and organizations is central for understanding the performance of public agencies, most studies have focused on collaboration between organizations or sectors. We develop a model that focuses on two types of collaborative behavior: between persons (both horizontal and vertical) and between work units. We empirically test our hypotheses using data on work collaboration and perceptions of public agency performance from the United States federal government. We introduce a method for estimating the impact of different types of collaborative behavior that also accounts for nonlinear effects and a dependent variable that takes ordered values. We find that intra-organizational collaborative behavior has a large impact on organizational performance and that horizontal collaborative behavior between workers has the greatest impact among the specific types.     

The Ethical Implications of Altering Public Sector Accountability Models: The Case of the Atlanta Cheating Scandal

ABSTRACT

Outcome based policies promote the use performance accountability models. However, the impact these policies have on the ethical culture of public sector organizations has not been adequately assessed. This research examines performance accountability reforms by examining the City of Atlanta’s implementation of federal and state performance policies. The analysis reveals the use of performance models in vulnerable organizations negatively impact employees’ ethical behavior. Teachers and administrators altered test results, delivered threats, misled parents and students about performance outcomes, and were dishonest with state investigators to give the illusion that performance goals had been met or exceeded.     

Constraining Political Transformation: The Two Faces of Activist Religious Organizations in the Search for a New Constitution in Kenya

Abstract

Religious organizations are key structural components of Kenyan civil society that have played or continue to play a critical role in socio-political developments. In the last two and half decades especially, religious institutions have been among the principal actors shaping the mechanics and trajectories of Kenya's political order. But religious organizations’ political behaviour, especially in the country's search for a new constitution, was contentious and remarkably inconsistent. There were moments of progressive actions but also behaviour that imperilled progress. This article probes this ambivalence of Kenyan faith groups in the struggles for a new constitution. It is argued that their political behavioural inconsistencies largely reflect an ethnic, class and, to a lesser extent, instrumentalized doctrinal or denominational schism that is ever present in the wider Kenyan society. By analysing how religious leaders and their organizations challenged political elite domination while remaining amenable to its influence, this article illustrates the contradictions of elite pacts in these struggles and how they constrained progressive transformation.     

The Impact of Customer Orientation on Government Employee Performance

ABSTRACT

This article explores the impact of “customer service” orientation on government employee performance. Although public organizations have been encouraged to become customer-centered organizations, concerns exist about the application of such market orientations to the management of government organizations. This article joins in the customer orientation debate by exploring the impact of customer orientation on employee motivation and performance. Using quantitative and qualitative analysis of data from civilian employees at a Department of Defense installation, this study explores the impact of customer orientation on employee performance and motivation, across time and work roles.

Consistent with previous research that suggests that customer orientation is positively associated with public and private employee performance and work attitudes, the results of this study suggest that customer service orientation has a strong positive impact on employee performance and motivation. Employee customer orientation provides a connection to the organization's goals consistent with employees' affective and normative values of public service, and feedback necessarily to improve service delivery. The impact of formal management systems may be enhanced by their ability to strengthen an employee's customer orientation. Ultimately, however, efforts to create a more “market”-based orientation focused on institutional customers who purchase services may have limited impact, or even a deleterious effect on, employee performance and motivation, unless also accompanied by formal linkages to service beneficiaries.     

The architecture of risk management

Abstract

Power's book examines how organizations are designed through risk-based science, law and managerial techniques. As organizations have come to think of, reform and govern themselves through the vague but powerful notion of risk, both the fortunes of the managers who conceive of these designs and the behaviour of the organizations themselves have been affected. Power develops four themes as he analyses the consequences of these moves towards risk management as governance. First, he notes the tensions that have emerged as risk management systems take in information about uncertainty in the operational environment and process it into risk, while simultaneously producing yet more uncertainty. Second, he offers an account of developments in the system of professions as the abstractions of mathematical risk analysts have lost ground to managerial approaches to the processing and uses of risk. Third, he applies neo-liberal notions of the individual to organizational behaviour in an analysis of the conflict between risk-embracing profit motives and risk-averse precautionary instincts. Fourth, he argues that the uptake of risk management techniques and discourses in organizations has fundamentally changed the way they view themselves and operate in the world. As better risk management through internal self-control has become the obvious solution to every problem, enterprise values and trust have imploded. We close our review with a critique of this implosion thesis, suggesting directions for future research for socio-legal, governance and organizational behaviour scholars.     

Full Range Leadership Styles and Government IT Team Performance: The Critical Roles of Follower and Team Competence

Abstract

In this study, we explore how leadership affects team performance from a team and follower competence perspective. We base our study on the Full Range Leadership (FRL) model, which proposes three different leadership styles: passive/avoidant, transactional, and transformational. The FRL has been well-studied outside the public administration environment, but rarely considering the three leadership styles simultaneously, or with team level outcomes. We propose a sequential mediation model in which leadership styles relate to follower competencies, which in turn relate to team competence, and then team performance. Our research design is distinctive in that we study all three FRL styles simultaneously, examine team performance as opposed to individual performance, and utilize data from three levels of a municipal government IT department. We found that transformational leadership was directly and indirectly related to team performance in the expected positive directions. Transactional leadership was mostly ineffective, while passive/avoidant leadership had complicated relationships with team performance that were both positive (direct) and negative (indirect through competence). We conclude that the three FRL styles have varying degrees of effectiveness as direct and indirect predictors of team performance. We discuss the implications of our results for leadership of public administration organizations.     

Using Data to Manage for Performance at Public Universities

As performance‐oriented reforms have become more commonplace in recent years, questions about the factors that drive organizational adoption and use of performance systems for internal management are of central importance. This article uses data taken from a survey of presidents at public universities to advance our understanding about the use of data and performance management strategies within public organizations. The central research question is, why do public administrators choose to employ performance management strategies? In addition, the author also explores variation in the extent to which public universities use performance management strategies for three tasks that are central to public management: (1) strategic planning, (2) evaluating employees, and (3) interacting with external stakeholders. Findings indicate that public universities often use performance data to help manage, but many of the causal factors that lead to data use vary across management functions.     

Early Innovation Adoption: Effects of Performance-Based Motivation and Organizational Characteristics

Abstract

Early adopters of innovation play a critical role in the successful spread of the innovation by legitimizing the adoption of the innovation and/or providing evidence of its effectiveness. This article explores why some organizations adopt innovations before than others by focusing on determinants of early innovation adoption. Analysis reveals that there is a U-shaped influence of organizational performance on early innovation adoption. Most organizations are encouraged to be early adopters by their poor performance, but some organizations with very high performance tend to be innovation-friendly. Other organizational characteristics such as organizational size and pro-innovation bias also have positive impacts on early innovation adoption. These findings have practical implications about strategies for successfully diffusing innovations.     

Norm diffusion and the limits to forestry governance reform in Southeast Asia's new democracies

Abstract

The return of the World Bank Group (WBG) to Burma after some 25 years’ absence, along with other international financial organizations, follows a series of extraordinary political reforms that have taken place in the country since 2010. Burma has made a transition from 50 years of authoritarian rule to what its leaders call ‘disciplined democracy’. This paper examines the likely consequences of the Bank's return for the forestry sector in Burma and the potential outcomes in forestry governance given the evolution of its development agenda over the past 25 years. While measures to address deforestation have been applied in Southeast Asia, the success of forestry governance reforms depends to a large extent on their endorsement and adoption by local power structures and political figures, as well as on the nature of the political regime itself. The record on forestry governance in Southeast Asia is particularly poor and international financial organizations continue to neglect the local political economy of deforestation. Comparatively, few studies have attempted to investigate the relationship between types of political regimes and rates of deforestation. The paper examines two other new democracies in Southeast Asia (Indonesia and Cambodia), and the impact that governance reforms have had on their deforestation trends and land use, in order to contextualize the potential impact of the WBG's return to Burma. In Southeast Asia, powerful vested interests continue to outweigh the support inside governments or civil society for the forestry governance norms promoted by international organizations. The cases of Indonesia, Cambodia and Burma illustrate that deep patrimonial interests operate within the region and that local politics cannot be ignored by international organizations designing policy reforms. The WBG should effectively engage wherever possible with the local communities and a broad range of civil society groups before developing further initiatives.     

Emerging Indicators and Bureaucracy: From the Iron Cage to the Metric Cage

ABSTRACT

Among the New Public Management (NPM) tools that have been implemented, one of the most common is use of indicators. Many studies have argued that imposition of an indicator entails a bureaucratization process. But the scholarly debate on these instruments has been shaped by a vertical perspective and has been focused on the effects of top-down indicators on organizations at the local level. In this paper, we wish to lay the emphasis on an emerging indicator, constructed and used by the actors themselves within a local forest management unit. We wish to draw attention to the manner in which, at the micro-level, a performance measure is worked out. We argue that these emerging indicators place a new locus of power in the hands of rangers but, rather than emphasizing hierarchy and chain of command, such indicators do not contribute to development of a Weberian iron cage. In contrast, there appears a metric cage, a mix of pragmatic rationality (instrumental and communicative), non-fixed rules, and technical-normative authority.     

Consensus Among Public Managers as Strategy for Standardization of Performance Indicators

ABSTRACT

The usefulness of performance indicators increases when organizations compare their data. However, most discussions have failed to emphasize two lines of action that could improve the relevance of such comparisons: a) agreement among service managers on the indicators to be used in the evaluation; b) homogenization of the indicators to be used by organizations, and of the process used to calculate them. In this context, this paper proposes a methodology based on the participation of and consensus among managers, which helps to standardize the construction and presentation of performance indicators. The aim of this proposal is to improve the comparative evaluation of organizations. Finally, in order to test the proposal, a practical application is carried out on the local culture departments of nine large municipalities in southern Spain.     

The Religious State in the Sudan: A Preliminary Characterization of the Debacle

The performance of the Islamist state in the Sudan shows clear signs of disintegration. Its totalitarian grip over the country and its population is dramatically restrained by internal and external factors that have been working together since the regime's formative years. Despite the religious nature of the regime's ideology, religion has played a key role in the discourse of its opponents. The paper outlines some of the factors that have contributed to the regime's disintegration.     

Overspending in Public Organizations: Does Strategic Management Matter?

ABSTRACT

In the wake of the financial crash, many governments across the globe are seeking to curb expenditure in public sector organizations. To assess the extent to which public organizations can make strategic choices that might result in lower expenditure, we explore the relationship between strategic management and overspending in English local governments. The effects of strategic stances and actions on overspending are tested using multivariate statistical techniques. The empirical results show that an innovative strategic stance results in overspending as does a commitment to the development of new services, while a reactive strategic stance and decentralized decision making are associated with lower levels of overspending. Our analysis provides support for arguments that public organizations can make strategic choices that result in tighter control of their budgets.     

Negative Weights for Performance Measures

ABSTRACT

Quantitative performance measurement is a controversial idea in the public sector. This paper argues that management by measurement is sensible if the measurement methods have a sufficient quality. In particular, quantitative performance measures have to address problems of gaming and monitoring intensity. I look at the assignment of negative weights to poor, but informative, performance measures even if these measures have a positive correlation with the non-contractible performance objective. In a simple agency relationship, I show how a poor measure with negative weight can serve as an indicator for manipulation. However, the benefits derived from a negative weight may come at the price of increased measurement risk. Healthcare and research organizations provide examples of how negative weights can improve performance measurement.     

How Organizational Identity Affects Hospital Performance: Comparing Predictive Power of Mission Statements and Sector Affiliation

Abstract

Organizational identity is an important concept in organizational theory, as it can contextualize the behavior of organizations and members. The literature presents divergent perspectives on organizational identity: some studies have characterized organizational identity as constrained by institutional forces, whereas others have contended it is socially constructed by organizational members. Studies have largely focused on the former perspective, measuring organizational identity by sector affiliation; the latter approach has rarely been empirically tested. Therefore, in addition to sector affiliation, this article proposes a different approach to operationalizing organizational identity by examining hospitals’ mission statements. The study also examines which of these dual forces have more predictive power regarding organizational performance. Together with hospitals’ sector affiliation, we test how the presence and frequency of mission statement language regarding access, cost, quality, or unique organizational values affect hospitals’ various performance metrics. Regression analyses with 172 acute hospitals in Florida reveal significant relationships between types of mission statement content, sectors, and performance indicators.     

Rating and Evaluating Health Systems: The Value of the Life Expectancy Approach

ABSTRACT

Cross-national ranking and rating of public services does not always provide the conditions for effective cross-national learning, because such learning requires causal understanding of the mechanisms underlying ranking scores. That causal understanding means grappling with the production functions involved in public services, and it is particularly difficult for organizations or policy domains where processes are more readily measurable than outcomes relative to goals. Health is to a large extent a policy domain of that type, which makes effective ranking and comparison difficult and also presents a particular challenge for cross-national learning. Numerous attempts have been made to compare the efficiency of different health care systems, and though there is a certain logic about such approaches to ranking and rating, this paper argues that much can be learnt for health policy using life expectancy as the basis for ranking and comparison.     

What Causes the Death of Public Sector Organizations? Understanding Structural Changes and Continuities in Korean Quangos

ABSTRACT

This study explores the determinants of structural changes and continuities of public sector organizations in Korea using longitudinal data. Focusing on the political costs of termination, we examine external and internal factors that are closely linked to the political incentives to terminate quangos. This article primarily addresses the following question: What determines the termination of public sector organizations? The model suggests that survivability of public sector organizations largely depends on external factors such as political, institutional, and social changes. Specifically, quangos are more likely to be terminated during political turnovers and the period when presidential power is maximized. Termination seems easier for politicians when social demands are mature enough to blow away political burdens and cynicism. Although organizations with fewer resources are more vulnerable to external pressures and shocks, none of the quango-specific factors significantly affect the survivability of Korean quangos.     

The Evaluation of Performance in the Mexican Federal Government: A Study of the Monitoring Agencies' Modernization Process

An initial assessment of the Mexican government’s implementation of the Model for the Performance Evaluation of Internal Control Organizations (MIDO) can reveal its actual influence on the organizational culture of those agencies. MIDO began in 2003 as an instrument to transform all federal monitoring agencies into effective, performance‐driven organizations. It seeks to modify the behavior of internal control organizations in order to shift their rigid focus on control to a more flexible perspective. The idea is to allow them to take co‐responsibility for the performance of the agencies they supervise. The author exposes a contradictory and paradoxical result of the program’s implementation: the “net organizational effect” is different from MIDO’s stated objective. The internal control organizations are not only adopting the discourse of performance, but also they are adapting it to fit their own purposes while keeping their traditional function of supervision intact. They have not internalized the co‐responsibility culture, as MIDO proposes, despite accepting the discourse of performance evaluation.     

Changes to Financial Management Performance Measures,Accountability Factors and Accounting Information Systems of Privatised Companies in Australia.

This article examines use of performance measurement and accountability factors and the related changes to accounting systems after organizations are privatised. The outcome has been determined by reviewing prior research and by undertaking a survey of organizations privatised in Australia between 1990 and 1998. Although the government's primary motivation might have been the reduction of government debt overall, changes in performance indicators, accountability factors and information systems suggest that efficiency remains an ongoing goal of the new management arrangements. The article concludes that there have been changes in performance measurement and accountability and that this has required some adjustment to accounting information systems, but not to the extent expected.