Mr. Justice Brandeis and the Creation of the Federal Register

The creation of the Federal Register in 1935 was crucial in enhancing transparency in American national government and its accountability under law. This historic action during the troubled New Deal era established a core institutional framework that endures as the nation begins a new century and as public administration struggles with an era of new institutionalism. Drawing on archival records and interviews, this article examines the political, administrative, and legal factors that led to the Register's creation. In particular, it sheds light on the little known but pivotal role played by Justice Brandeis in an extrajudicial capacity in this process. Brandeis's actions derive, in part, from his lifelong concern for fostering government openness and ensuring accountability under law from government bureaucracy. Without his intervention, it is unlikely the Federal Register Act would have been enacted at the time and in its important institutional form.     

New alleles and mutational events at 14 STR loci from different German populations

The molecular origin of DNA mutations and the mutation rates were analyzed at 14 short tandem repeat (STR) loci with samples from trio cases derived from 10 different German population samples. STR loci comprised of D2S1360, D3S1744, D4S2366, D5S2500, D6S474, D7S1517, D8S1132, D10S2325, D12S391, D18S51, D19S246, D20S480, D21S226, and D22S689. In a total of 488 meioses, 16 isolated genetic inconsistencies in 8 different STRs were observed, whereas no mutations were found at the other loci. The data of five mutations suggested the presence of silent or null alleles due to sequence variation in primer binding site. This could be confirmed for four suspected cases by the use of alternative primer sets and by DNA sequence analyses. Furthermore, this study revealed nine new allelic variants at five different loci.     

Are transformational and transactional types of leadership compatible? A two‐wave study of employee motivation

Transformational and transactional leadership strategies have become prominent in public administration research, but it is unclear whether they are compatible or whether they could undermine each other. We examine the combined and interactive effects of transformational and three types of transactional leadership (contingent verbal rewards, material rewards, and sanctions) on employee work motivation, conceptualized as work engagement and intrinsic motivation. Panel analyses using repeated measures of 385 leaders and 3,797 employees show that transformational leadership and contingent verbal rewards increased employee motivation. However, simultaneous use of contingent material rewards undermined the benefits of transformational leadership. Thus, the motivational potential of service‐ or community‐oriented visions was undercut when leaders also appealed to extrinsic material motives. This could help explain why financial incentives do not always have the expected benefits in public organizations. We therefore argue that research and practice should pay more attention to how different leadership strategies work in combination.     

Professional development leadership in turbulent times: Public administration symposium: Robust politics and governance in turbulent times

Intense turbulence means that parameters change, interdependencies unexpectedly become critical, and public organizations experience unpredictable tempo shifts. Existing studies have explored how public managers can exercise leadership specifically aimed at obtaining dynamic resilience, but more knowledge about leadership and turbulence intensity is needed. Combining existing theoretical knowledge about robust governance in turbulent times and in-depth analysis of 31 interviews, we examine how public managers exercise professional development leadership in situations where events, demands, and support interact in variable, inconsistent, unexpected, and unpredictable ways. We find it highly relevant for public managers to both develop and (de)activate professional norms and knowledge in such situations, implying that professional development leadership is important in turbulent times.     

The job in the joint: The impact of generation and gender on work stress in prison

Most of the existing literature on correctional officer work stress examined factors such as leadership, job environment, stress and job satisfaction. This study surveyed correctional officers and examined the impact of gender and generation on work stress. Results indicated that gender is a significant factor regarding work-related stress, more than any other demographic variable, although generation had a small impact on job stress. Generation and gender explained a miniscule portion of work stress variance. Further studies are needed to assess the overall relationship among demographic factors, non-static officer attributes, and job stress.     

Managing Employee Motivation: Exploring the Connections Between Managers’ Enforcement Actions,Employee Perceptions,and Employee Intrinsic Motivation

A number of studies show that the use of external interventions such as command systems and economic incentives can decrease employee intrinsic motivation. Our knowledge of why the size of “the hidden cost of rewards” differs among organizations is, however, still sparse. In this article, we analyze whether local managers—the primary enforcers of external interventions—affect how employees perceive a command system and thereby affect employee intrinsic motivation. Using a multilevel dataset of 1,190 teachers and 32 school principals, we test whether principals’ use of “hard,” “mixed,” or “soft” actions to enforce a command system (obligatory teacher-produced student plans) is associated with teacher intrinsic motivation. Results show that teachers experiencing “hard” enforcement actions have lower intrinsic motivation than teachers experiencing “soft” enforcement actions. As expected by motivation crowding theory, part of this association is mediated by teachers’ student plan requirement perception. These findings support the motivation crowding argument that employee intrinsic motivation depend on the employees’ need for self-determination.     

Building Support? The Importance of Verbal Rewards for Employee Perceptions of Governance Initiatives

The relationship between managers’ use of rewards and employees’ motivation is controversial, but recent research suggests that employee perceptions of governance initiatives can help us understand the association. Experimental evidence further emphasizes the difference between verbal and material rewards, and this study therefore analyzes real-world public managers’ use of these different rewards and their employees’ perceptions of a governance initiative. This enables us to shed light on a mechanism through which rewards can be connected to motivation. Can rewards contribute to a supportive perception of governance initiatives and potentially crowd-in motivation? This is analyzed in a multi-level dataset with 82 Danish school principals and their 1,273 employees. Managers’ use of contingent verbal rewards is positively associated with employees’ perceptions of the relevant governance initiative, while the corresponding association between material rewards and employee perceptions is weak and statistically insignificant when controlling for other types of managerial behavior. Although the findings need to be tested in an experimental design, they suggest that verbal rewards are a promising tool for public managers.     

Models of Public Service Provision—When Will Knights and Knaves Be Responsive to Pawns and Queens?

This article extends the framework of Le Grand (2003 Le Grand, J. 2003. Motivation, agency and public policy, Oxford: Oxford University Press. [Crossref] , [Google Scholar], 2010 Le Grand, J. 2010. Knights and knaves return: Public service motivation and the delivery of public services. International Public Management Journal, 13(1): 56–71. [Taylor &; Francis Online], [Web of Science ®] , [Google Scholar]) to encompass responsiveness, and the main argument is that the combination of employee motivation, user capacity, and models of public service provision potentially has serious implications for responsiveness across service areas. Although research on employee motivation thrives, especially in the public service motivation (PSM) literature, few studies have investigated user capacity empirically, and we know little about the combination of PSM, user capacity and models of service provision. Analyzing four central service areas (day care, schools, hospitals, and universities), we find variations in both user capacity and PSM. Taking this variation as a point of departure we discuss what implications different combinations of employee motivation, user capacity, and models of public service provision may have for responsiveness.