Exploring Public Sector Communication Performance: Testing a Model and Drawing Implications

Despite its importance to agency effectiveness, communication performance is an understudied topic. This is partly attributable to the "performance predicament," which arises because costs of communication are easier to measure than its benefits. In this study, we develop and test an exploratory model of public sector communication performance that is synthesized from the literature on public–private differences and organizational communication. This model is statistically significant and explains the variation in interpersonal, external, and internal communication performance. This is perhaps the largest empirical study on public sector communication to date. Our findings have two key implications for public managers. First, the constraints of red tape on communication performance can be overcome if key performance-enhancing conditions—goal clarity without rigidity and a culture that supports communication—are in place. Second, external communication poses more challenges and may require additional effort.     

Capacity,Leadership, and Organizational Performance: Testing the Black Box Model of Public Management

According to recent “black box” models of public management, managerial capacity is a critical component for achieving service delivery improvement. In particular, black box models assume that the impact of management systems is maximized through integration with effective leadership. This assumption is tested by analyzing the effects of managerial capacity and organizational leadership on the performance of English local governments, while controlling for a range of other variables, including organizational size, resources, external constraints, and past performance. Empirical results show that capacity possesses a positive statistical association with local government performance and that leadership can enhance the impact of effective management systems.     

Performance and Management in the Public Sector: Testing a Model of Relative Risk Aversion

Research has demonstrated that management influences the performance of public organizations, but almost no research has explored how the success or failure of a public organization influences the decisions of those who manage it. Arguing that many decisions by public managers are analogous to risky choice, the authors use a well‐validated model of relative risk aversion to understand how such choices are influenced by managers’ perceptions of organizational performance. They theorize that managers will be less likely to encourage innovation or give discretion to employees when they are just reaching their goals relative to other performance conditions. Analyses of responses to the 2011 and 2013 Federal Employee Viewpoint Surveys provide considerable support for these assertions. The findings have significant implications for our understanding of the relationship between management and performance in public organizations.     

Employee Engagement as Administrative Reform: Testing the Efficacy of the OPM's Employee Engagement Initiative

Researchers have long recognized administrative reform as a constant feature of American public administration. The employee engagement initiative of the U.S. Office of Personnel Management (OPM) has become one of the most prominent administrative reforms underway in the federal government. Like many reforms, the veracity of claims about this reform have gone untested. This article addresses this gap by testing the relationship between the OPM's employee engagement initiative and agency performance. After establishing the psychometric validity of the OPM's Employment Engagement Index, the authors use a five‐year panel data set of federal agencies and two‐way fixed‐effects regression to test the efficacy of this prominent reform. The analysis shows that efforts to encourage employee engagement generally have the expected relationship with performance, but the relationship varies according to the components that make up the index and the organizational level at which these efforts are expended.     

Performance Standards and Employee Effort: Evidence From Teacher Absences

The 2001 No Child Left Behind Act (NCLB) increased accountability pressure in U.S. public schools by threatening to impose sanctions on Title‐1 schools that failed to make adequate yearly progress (AYP) in consecutive years. Difference‐in‐difference estimates of the effect of failing AYP in the first year of NCLB on teacher effort in the subsequent year suggest that on average, teacher absences in North Carolina fell by about 10 percent. The probability of being frequently absent similarly decreased. These reductions in teacher absences were driven by within‐teacher increases in effort and by teachers in the bottom half of the effectiveness distribution. On average, only a modest amount of the achievement gains attributable to the increased accountability pressure are explained by the corresponding decline in teacher absences.     

The Impacts of Employee Benefits,Procedural Justice,and Managerial Trustworthiness on Work Attitudes: Integrated Understanding Based on Social Exchange Theory

Recent public management literature has emphasized the influence of human resource management (HRM) policies, including traditional benefits, family‐friendly benefits, procedural justice, and managerial trustworthiness, on work attitudes. However, little research in public administration has explored more detailed impacts of each HRM policy. This article provides an integrated understanding of the impacts of HRM policies using social exchange theory. In addition, the moderating impacts of procedural justice and managerial trustworthiness on the relationship between employee benefits and work attitudes are examined. Using the Federal Human Capital Survey 2008 data set, the authors find that two types of employee benefits, procedural justice, and managerial trustworthiness are positively related to job satisfaction, whereas family‐friendly benefits, managerial trustworthiness, and procedural justice are negatively associated with turnover intention. The implications of these findings are thoroughly discussed.     

Congress,the Supreme Court,and Judicial Review: Testing a Constitutional Separation of Powers Model

Recent scholarship suggests that the U.S. Supreme Court might be constrained by Congress in constitutional cases. We suggest two potential paths to Congressional influence on the Court's constitutional decisions: a rational‐anticipation model, in which the Court moves away from its preferences in order to avoid being overruled, and an institutional‐maintenance model, in which the Court protects itself against Congressional attacks to its institutional prerogatives by scaling back its striking of laws when the distance between the Court and Congress increases. We test these models by using Common Space scores and the original roll‐call votes to estimate support in the current Congress for the original legislation and the Court's preferences over that legislation. We find that the Court does not appear to consider the likelihood of override in constitutional cases, but it does back away from striking laws when it is ideologically distant from Congress.     

An Integrative Model of Empowerment and Individuals' In-Role and Extra-Role Performance in the Korean Public Sector: Moderating Effects of Organizational Individualism and Collectivism

ABSTRACT

While empowerment has emerged as a new management paradigm, virtually no research has combined structural and psychological approaches to develop an integrative approach. Moreover, prior research has not examined the effect of the cultural context on the relationship between empowerment and performance. Drawing on a sample of public employees working in the city of Seoul, the largest local government in Korea, this study examined the effects of structural and psychological empowerment on both in-role and extra-role performance, and the moderating effects of organizational individualism and collectivism. Of the 400 questionnaires, 191 usable respondents, combining employees' and managers' questionnaires, were returned. Data were analyzed using structural equation modeling (SEM). Results of the analyses indicated that psychological empowerment mediates the relationship between structural empowerment and extra-role performance, and that organizational collectivism moderates the relationship between psychological empowerment and extra-role performance. Based on these results, the implications of the findings are discussed.     

Racial Composition, White Racial Attitudes, and Black Representation: Testing the Racial Threat Hypothesis in the United States Senate

We make the case for why the racial threat hypothesis should characterize the relationship between states?? racial composition, whites?? racial attitudes, and black representation in the United States Senate. Consistent with this claim, we find that senators from states with larger percentages of African-Americans among the electorate and more racially conservative preferences among whites provide worse representation of black interests in the Senate than their counterparts. We also apply theories of congressional cross-pressures in considering how senator partisanship and region moderate the effect of white racial attitudes on black representation. Finally, consistent with the racial threat hypothesis, we show that the negative effect of white racial attitudes on the quality of black representation is stronger when state unemployment rates are higher.     

公共政策网络管理：机制、模式与绩效测度

政策网络管理应重点研究七个基本问题和应注意十个重大问题,政策网络管理存在工具、互动和制度三种观点和个人权威控制、专制控制、结果控制、文化或集团控制、声誉控制五种控制机制,具体管理模式可以从行动者、认知和制度三个维度和政策管理、过程管理和网络宪政三个层面进行架构,并可根据不同的网络环境选择不同的网络管理行为.网络行动者的数量、管理能力与技巧、网络的开放性、利益冲突、网络管理成本是影响政策网络管理有效性的重要因素,网络管理的绩效也可根据不同的网络结构选择不同的评价指标进行定量到定性的评价.     

Employee Voluntary and Involuntary Turnover and Organizational Performance: Revisiting the Hypothesis from Classical Public Administration

ABSTRACT:

This article examines the effects of voluntary, involuntary, and absolute turnover rates on organizational performance. Adopting human capital and cost-benefit theories, this article posits that voluntary and involuntary turnover would have a linear negative and an inverted U-shaped relationship with organizational performance, respectively, and that an absolute turnover measure can prevent us from revealing the distinct effects of different types of turnover. Using four years of data from Florida school districts, primary findings suggest that involuntary turnover has an inverted U-shaped relationship with organizational performance, first positive and then negative, while the relationship between voluntary turnover and organizational performance remains inconclusive. The findings also suggest that absolute turnover rates can mask the complex and dissimilar impact that various types of turnover have on organizational performance.     

How to Make Using Two-Way Mechanisms Routine: Testing a Preliminary Model

ABSTRACT

Consistent or continuous use of two-way engagement mechanisms is key to effective citizen participation. This article examines how to make the municipal manager’s use of two-way engagement mechanisms more consistent when they prepare local budgets. To test the model, self-administered mail surveys were compiled from two American states—New Jersey and Pennsylvania. The findings address the role of individual intentionality. The municipal manager’s attitudinal willingness, his perceived ease or difficulty, the trust she receives from elected officials, and the capacity to coordinate effectively are significantly related to his consistent use of two-way engagement mechanisms. However, district representatives and pressures channeled through media scrutiny are not able to compel a municipal manager to routine use of such mechanisms.     

Yongnian Zheng,Technological Empowerment: The Internet,State, and Society in China

Journal of Chinese Political Science -     

Wealth Taxes: Stories, Metaphors and Public Attitudes

Wealth taxes are currently high on the policy agenda in Britain. These taxes will not be political sustainable without public support. However, evidence exists that indicates substantial public opposition to wealth taxes. For example, inheritance tax appears to provoke hostility among the public. Some observers have suggested that the way that wealth taxes are presented - particularly using stories and narratives - could enhance public support. This paper summarises focus group evidence on this suggestion. I report that using narratives and stories can have an impact, although this should not be overstated and much depends on how the narratives are shaped.     

Public Service Motivation and Interpersonal Citizenship Behavior in Public Organizations: Testing a Preliminary Model

ABSTRACT

A good deal of research has demonstrated how public service motivation (PSM) facilitates desirable organizational attitudes and behaviors such as job satisfaction, organizational commitment, and work effort. Other research has demonstrated that PSM predicts higher levels of social capital and altruistic behavior in society. Between these two strands of PSM research, there is a gap in knowledge about whether PSM matters to citizenship behavior internal to the organization. This article tests the direct and indirect relationship between individual levels of PSM and interpersonal citizenship behavior using a structural equation model. We also account for the effect of organizational environment by incorporating a measure of co-worker support. We find that PSM has a direct and positive effect on interpersonal citizenship behavior in public organizations, even when accounting for the significant role of co-worker support.     

Macro Implementation: Testing the Causal Paths from U.S. Macro Policy to Federal Incarceration

Policy implementation is usually studied at the micro level by testing the short‐term effects of a specific policy on the behavior of government actors and policy outcomes. This study adopts an alternative approach by examining macro implementation—the cumulative effect of aggregate public policies over time. I employ a variety of methodological techniques to test the influence of macro criminal justice policy on new admissions to federal prison via three mediators: case filings by federal prosecutors, conviction rates in federal district courts, and plea bargaining behavior. I find that cumulative Supreme Court rulings influence the incarceration rate by altering conviction rates in district courts; however, I find only mixed evidence of congressional and presidential influence. The results suggest that U.S. macro policy influences bureaucratic outputs by altering the behavior of subordinate policy implementers; however, the Supreme Court may enjoy an advantage in shaping criminal justice policy.     

The Statecraft Effect: Assessment,Attitudes, and Academic Honesty

Abstract

This article uses a multimethod research design to compare Statecraft to non-Statecraft assignments and courses along three dimensions: student engagement, political attitudes, and academic honesty. The results indicate that Statecraft increased student engagement and academic honesty. In terms of political attitudes, students generally remained on the left side of the political spectrum, but shifted toward the right and became more hawkish by the end of a semester. Changes in attitude are more strongly associated not with playing Statecraft, but taking a political science class by the coauthor, or some other external variable. Statecraft, however, did reduce support for pacifism.     

Developing and Testing a Composite Model to Predict Local Fiscal Distress

One of the thorniest issues of intergovernmental fiscal relations is state oversight of local fiscal affairs. States have oversight responsibility and must take action when local governments run afoul of responsible fiscal behavior. Less accepted is how states can detect local financial difficulties before they become emergencies that require state takeover. Research in the 1970s provided some assistance to states wishing to recognize local financial emergencies. But the time has come to look at this issue anew, particularly with an eye toward predicting local financial problems before they become serious. This article describes a 10-point scale that predicts these problems and tests the scale to predict local fiscal stress in a sample of Michigan local governments.