Diversity Management, Job Satisfaction, and Performance: Evidence from U.S. Federal Agencies

A number of organizations across sectors have begun efforts toward managing workforce diversity. At the federal level in the United States, almost 90 percent of agencies report that they are actively managing diversity. However, very little empirical research has tied diversity management to work group performance or other work-related outcomes. This paper uses a survey of U.S. federal employees to test the relationships between diversity management, job satisfaction, and work group performance. The findings indicate that diversity management is strongly linked to both work group performance and job satisfaction, and that people of color see benefits from diversity management above and beyond those experienced by white employees.     

The road to economic self‐sufficiency: Job quality and job transition patterns after welfare reform

This paper analyzes the relationships of schooling, the skill content of work experience, and different types of employment patterns with less‐skilled women's job quality outcomes. Survey data from employers and longitudinal data from former and current welfare recipients are used for the period 1997 to early 2002. The analysis of job quality is broadened beyond employment rates and wages measured at a point in time by including non‐wage attributes of compensation and aspects of jobs that affect future earnings potential. This study shows the extent to which lack of employment stability, job skills, and occupation‐specific experience impedes welfare recipients' abilities to obtain a “good job” or to transition into one from a “bad job.” The business cycle downturn has significantly negatively affected the job quality and job transition patterns of former and current recipients. © 2003 by the Association for Public Policy Analysis and Management.     

JOBS Implementation in 1991: The Progress of Ten States

The Job Opportunities and Basic Skills Training Program (JOBS),enacted by the Family Support Act of 1988, provides an arrayof services intended to increase the earning capacity and labor-forceparticipation of welfare recipients. Because the law gives statesdiscretion in creating JOBS programs, a ten-state, three-yearstudy of JOBS implementation is under way. During federal fiscalyear 1991, the first year in which all states must operate JOBS,most of the ten states made incremental changes to the programsthey had in place before JOBS. They designed their programsto be flexible enough to cope with uncertainty about the typesand availability of service components. As a group, they spentenough to draw down 43 percent of their federal JOBS funds.To obtain education, training, and employment services, statewelfare agencies are contracting with many organizations. Moststate welfare agencies are also obtaining resourcesfrom otheragencies without payment. Although states generally implementedJOBS with little fanfare, they all planned to meet the federalmandates for program participation and targeting of expendituresin 1991.     

A research context for welfare reform

Responsibility for the social safety net continues to “devolve” from the federal to state governments, and many states are now confronting the dilemmas inherent in redesigning welfare—dilemmas that faced Congress, too, as it sought to impose new conditions on receipt of public assistance. This article argues that reforming AFDC is difficult because the public has conflicting goals: putting welfare recipients to work; protecting their children from severe poverty; and controlling costs. For 25 years, reformers have viewed requiring welfare recipients to participate in work-promoting programs as uniquely able to balance these goals. Numerous studies have shown that this approach modestly increased employment and reduced welfare costs. More substantial gains have been achieved by some “mixed-strategy” programs, which stress immediate job entry for some recipients and employment-directed education or training for others. Many people remain on the rolls, however, prompting some policymakers to argue for substituting work-for-benefits or community service work (“workfare”) for welfare after a certain period of time, and others for ending all support. The limited knowledge about work-for-benefits programs suggests that, in contrast to work-promoting activities, this approach ultimately costs money. The research record confirms that there are no easy answers in welfare reform, and that states will have to weigh the trade-offs in considering alternative strategies.     

The impact of welfare reform on local labor markets

We develop a local labor market information system to assess the labor market effects of recently adopted welfare reform laws. Using the Cleveland-Akron metropolitan area as a prototype, we develop an occupationally and geographically specific inventory of projected job openings and measure the skill mismatch between projected job openings and the welfare population likely to enter the labor market. We find the skill mismatches are quite large: Following implementation of reform, welfare recipients entering the labor force would initially have to claim anywhere from 34 to 61 percent of expected low-skill job openings in order to become fully employed. Labor market opportunities are further diminished if one takes into account the effect of gender and space in limiting job accessibility. Welfare recipients entering the labor market as a result of reform would require from 40 to 75 percent of jobs remaining if predominately male occupations are removed from consideration. The AFDC recipients who depend on public transportation, even in extraordinarily long commutes, can access only 40 to 44 percent of entry-level job openings. © 1998 by the Association for Public Policy Analysis and Management     

A lesson from the JOBS program: Reforming welfare must be both dazzling and dull

The Job Opportunities and Basic Skills Training (JOBS) program created by the Family Support Act (FSA) of 1988 made considerable progress in expanding opportunities for welfare recipients to go to school, train for employment, and seek work. Yet federal and state officials sought further welfare reform because they were impatient with a program that was costly and produced little evidence of positive outcomes; they realized that the FSA did not address perverse incentives in the AFDC program; and they saw political gains to be reaped from reform itself. It concludes that successful reform requires leaders who can articulate a vision of welfare that dazzles enough to motivate many layers of actors and who can pay attention to the dull management details of implementing it.     

Faster? Cheaper? Better? Using ADR to Resolve Federal Sector EEO Complaints

This article examines the Equal Employment Opportunity Commission's Management Directive 110, which requires all federal agencies to offer alternative dispute resolution (ADR) to employees with equal employment opportunity (EEO) complaints. Specifically, the article examines federal sector EEO complaint processing before and after the passage of Management Directive 110 and compares the traditional EEO procedure with the use of ADR on several indicators of case processing and case outcomes. Findings are reported in three sections: an overall analysis, an analysis of the informal stage of the process, and an analysis of the formal stage of the process. The article concludes with a discussion and directions for future research.     

Voting on public spending: Differences between public employees,transfer recipients,and private workers

Politicians who support higher public spending in the hope of gaining the support of transfer recipients, such as the aged, the unemployed, and those on welfare, have no reason to believe that the strategy will succeed; according to the evidence reviewed here, transfer recipients do not vote much differently on such issues from other voters. State and local employees have shown a clear preference for higher public spending, but their numbers are limited and the relative strength of their preference weak, so that their impact on voting outcomes has been only marginal.     

Government Reform,Political Ideology,and Administrative Burden: The Case of Performance Management in the Bush Administration

This article examines how ideological differences between political officials and agencies may have affected the implementation of an ostensibly nonpartisan, government‐wide administrative initiative: the George W. Bush administration's Program Assessment Rating Tool (PART) review of federal programs. The analysis reveals that managers in agencies associated with liberal programs and employees (“liberal agencies”) agreed to a greater extent than those in agencies associated with conservative programs and employees (“conservative agencies”) that PART required significant agency time and effort and that it imposed a burden on management resources. Further analysis reveals that differences in reported agency effort can be explained partly by objective differences in the demands that PART placed on agencies—liberal agencies were required to evaluate more programs and implement more improvement plans relative to their organizational capacity—and partly by the ideological beliefs of employees—on average, liberal managers reported more agency effort, even after accounting for objective measures of administrative burden.     

The impact of different government units in the regulation of the workplace environment

This study examines the issue of whether or not state and federal job safety agencies provide the same levels of public output. Tests are conducted on the hypothesis that state takeover of regulation from the federal program serves to reduce the costs of firms. These costs are comprised of two components: the penalties for noncompliance and the uncertainty costs of regulation. The public policy implication that is drawn from these tests is that it matters to firms which government unit regulates them.     

Prospects for Low-Income Mothers' Economic Survival Under Welfare Reform

This article discusses implications of data on the income andemployment patterns of welfare recipients for the types of programmaticand financial investments that states will need to make forsuccessful welfare reform. Research by the Institute for Women'sPolicy Research found that even before welfare reform, womenworked significant amounts of time and relied heavily on familysupports to survive, when possible. High school education andjob training are important predictors of having welfare andescaping poverty, while work experience alone has relativelylittle effect on leaving welfare. States will be challengedto provide these educational services within the restrictionson job training and education under the new welfare laws. Workingwelfare recipients in the institute's sample spent more thanone third of their income on child care, which speaks to theimportance of increased child-care subsidies for helping womenescape poverty. It is important for states and communities tomonitor the implementation of supportive services, track outcomesfor women who leave welfare, and improve work environments andemployment benefits.     

The budgetary implications of welfare reform: Lessons from four state initiatives

Required work and training, a major component of recent “welfare reform” proposals, is intended to increase the self-sufficiency of welfare recipients and thereby produce savings for government treasuries as well as more income for the recipients themselves. This analysis focuses explicitly on the budgetary effects of such activities, estimating the cost savings and new revenues generated by welfare employment programs started in four states since 1981. It suggests that when a broad range of effects are taken into account over a sufficiently long period, the overall budgetary implications of the programs are usually positive at the federal, state, and local levels of government. The costs and gains, however, are shared unevenly by the three levels, which encourages disparities in the programs states and localities choose to implement.     

So Hard to Say Goodbye? Turnover Intention among U.S. Federal Employees

Why do U.S. federal government employees choose to leave the federal service? By focusing on turnover intentions, this article develops propositions about why employees anticipate leaving their jobs along three dimensions: (1) demographic factors, (2) workplace satisfaction factors, and (3) organizational/relational factors. Two distinct measures of turnover intention are advanced that reflect those who intend to leave their agency for another position within the federal government and those who intend to leave the federal government for an outside position. The 2006 Federal Human Capital Survey is used to test the impacts of three clusters of independent variables on these measures of turnover intention. The findings suggest that overall job satisfaction and age affect turnover consistently. Practical recommendations are outlined for public managers seeking to boost employee retention.     

The impacts of welfare reform on recipients of housing assistance

Abstract

This article uses data from randomized evaluations in Indiana and Delaware to address three questions: (1) Are welfare recipients who receive federal housing assistance less employable than recipients who do not? (2) How does the impact of welfare reform compare for families with and without housing assistance? (3) Does welfare reform increase or decrease the use of such assistance?

Although public housing residents may be more disadvantaged than welfare recipients who do not get housing assistance, voucher users and Section 8 project‐based recipients were not. Welfare reform had similar impacts on the earnings and welfare benefits of families that received housing assistance and those that did not. Where impacts did differ, they were larger for families receiving assistance. Welfare reform also reduced the receipt of housing assistance. Families that receive assistance appear to have less financial strain than families that do not, suggesting that assistance may increase overall financial stability.     

Beyond the categories: human service managers view the new federal aid

Social agency chief executives in six program areas--welfare, health, mental health, community action, model cities, and community mental health centers--were surveyed to determine their reaction to the recent revenue sharing/block grant efforts to decentralize the federal aid system. Despite their strong belief that social initiatives and values were advanced principally by federal action, and that excessive reliance on state and local officials could severely jeopardize social programs with weak constituencies, agency executives also recognized major weaknesses in traditional categorical grant policy and, to varying degrees, supported revenue sharing and block grant alternatives. Those agencies largely dependent on federal support for their survival--model cities, community action programs, and community mental health centers--tended to support the new aid efforts only reluctantly. Those agencies more fully integrated into the regular policy-making arrangements of local government--health, welfare, and mental health agencies--were considerably more positive in their endorsement of greater decentralization.     

The negative relationships between employee resilience and ambiguity,complexity, and inter-agency collaboration

Employee resilience (ER) is often needed to face demands inherent in public sector work. Some types of demands, however, may hinder its development, rather than provide the type of challenging adversity from which resilience can develop. Public sector job demands have been a long-standing issue for public workplaces and employees but are also growing in salience as organisations face an increasingly variable, uncertain, complex, and ambiguous environment. Drawing on the Job Demands–Resources model and the challenge/hindrance stress literature, this multi-level study of Aotearoa New Zealand civil servants (n = 11,533) in 65 public sector organisations shows that ER is negatively affected by demands such as job insecurity, unclear job and organisational goals, and inter-agency collaboration. However, organisational resource constraints are positively associated with ER. This study identifies core PA job and organisational demands that hinder ER and offers practical implications and suggestions for further research.

Points for practitioners

• Job role ambiguity, job insecurity, unclear organisational goals, and inter-agency collaboration are common job and organisational demands in public sector workplaces.
• For employees, these demands are stressors that employees do not feel they control, and may therefore hinder employee resilience: the ability to learn, adapt, and leverage networks in the face of challenges.
• Surprisingly, resource constraints, where employees have to ‘do more with less’, might help employees develop ER.
• While inter-agency collaboration has potentially many benefits, it appears to have negative spillover effects on employees unaware of it or not involved in it.
• To encourage ER, agencies should clarify both organisational and job goals, and assure job security, control, competency development, and supervisor support.

     

How status-group power differentials shape age discrimination within U.S. federal agencies: Evidence from EEOC formal complaint filings, 2010–2019

Age discrimination is a systemic problem of the American administrative state that undermines both the caliber and performance of the U.S. federal government workforce. A theory is proposed, anchored on discrimination against age-eligible employees (age 40 and over) representing a social identity group, to explain how status-group power differentials between supervisors and non-supervisors within U.S. federal agencies explain the organizational incidence of formal discrimination complaints. The theory predicts that the incidence of age discrimination formal complaints is declining in the share of supervisory personnel who are discrimination age-eligible while increasing in the share of non-supervisory personnel members who belong to this group. Evidence is obtained for these hypotheses using objective data on Equal Employment Opportunity Commission's age discrimination formal complaints about an unbalanced panel of 130 U.S. federal agencies between 2010 and 2019. The empirical evidence underscores the structural challenges to combatting ageism within the U.S. federal government workforce during an era of an intergenerational personnel change.     

Employee Satisfaction in Agencies with Merit-Based Pay: Differential Effects for Three Measures

While many studies have sought to understand the association between merit-based pay and organizational performance, few have assessed the psychological well-being of employees in agencies with such incentive schemes. We show that employees in agencies with merit-based pay are less satisfied with their organization than are those working in agencies that do not implement the incentive systems. We also show that this negative effect is larger in the case of organizational satisfaction than for pay satisfaction or employee satisfaction with the job itself.     

Goal Setting in the Australian Public Service: Effects on Psychological Empowerment and Organizational Citizenship Behavior

Do specific and difficult job goals have a positive, negative, or negligible effect on higher levels of performance in the form of organizational citizenship behavior (OCB) among government employees? Importantly, how do they influence OCB: directly and/or indirectly through psychological empowerment? This article on a small group of Australian federal government employees draws from the goal‐setting and self‐determination theories to provide a better understanding of how goal setting affects OCB. Findings show that goal specificity largely influenced OCB indirectly through psychological empowerment. In contrast, goal difficulty raised OCB directly and through the partial mediating effect of psychological empowerment.     

STAR METRICS and the Science of Science Policy

STAR METRICS is a data platform that is being voluntarily and collaboratively developed by U.S. federal science agencies and research institutions to describe investments in science and their results. It initially emerged as a result of reporting requirements associated with the 2009 American Recovery and Reinvestment Act; it has developed in response to a recognized need to begin to systematically document federal investments in science and their immediate and long‐term results. The eventual goal is to draw information from existing data on scientific and economic activities as well as from research institutions' and federal science agencies' systems to provide data that can be used for a more scientific analysis of science investments and their outcomes.