When Does Transparency Generate Legitimacy? Experimenting on a Context‐Bound Relationship

We analyze the main rationale for public administrations and political institutions for supplying transparency, namely, that it generates legitimacy for these institutions. First, we discuss different theories of decision making from which plausible causal mechanisms that may drive a link between transparency and legitimacy may be derived. We find that the common notion of a straightforward positive correlation is naïve and that transparency reforms are rather unpredictable phenomena. Second, we test the effect of transparency on procedure acceptance using vignette experiments of representative decision making in schools. We find that transparency can indeed generate legitimacy. Interestingly, however, the form need not be “fishbowl transparency,” with full openness of the decision‐making process. Decision makers may improve their legitimacy simply by justifying carefully afterward the decisions taken behind closed doors. Only when behavior close to a deliberative democratic ideal was displayed did openness of the process generate more legitimacy than closed‐door decision making with postdecisional justifications.     

Crisis for the State or Crisis of the State?

The Conservative‐Liberal Democrat government's policy risks turning the financial crisis into a crisis of the state. This article argues that the current trajectory of the British state risks exacerbating the very social antagonisms which it has fought so hard to contain in recent years. It contends that the crisis (2007–09) was a crisis of neoliberalism and yet, paradoxically, neoliberalism—in the form of further depoliticisation and a new politics of debt—is being re‐invoked to deal with the post‐apocalyptic condition of the British economy. The article suggests that the state lacks the necessary political discourse to secure popular consent and—as a result—is resorting to a more coercive form of political management; and that the effects of austerity are being offset through an increased indebtedness of the British public. Both risk igniting social conflict. In the conclusion several points are indicated for an alternative political agenda.     

Does the Charter Form Improve the Fiscal Health of Counties?

The public administration literature has paid attention to the relationship between the structure of a government and its ability to provide public services, reflected by its fiscal health. Although this literature has provided a useful understanding of government structures, it has largely ignored the charter form of government. As a formal written document that grants counties the power of self‐governance, a charter frees the county from state control. Included in this freedom is the ability to establish its own tax policies and services. In this article, the effects of charter adoption on fiscal health are tested using Florida county data from 1980 to 2012. The results show that the presence of a charter can improve the fiscal health of a county, which, in turn, can affect overall service provision.     

Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis

Strategic planning is a widely adopted management approach in contemporary organizations. Underlying its popularity is the assumption that it is a successful practice in public and private organizations that has positive consequences for organizational performance. Nonetheless, strategic planning has been criticized for being overly rational and for inhibiting strategic thinking. This article undertakes a meta‐analysis of 87 correlations from 31 empirical studies and asks, Does strategic planning improve organizational performance? A random‐effects meta‐analysis reveals that strategic planning has a positive, moderate, and significant impact on organizational performance. Meta‐regression analysis suggests that the positive impact of strategic planning on organizational performance is strongest when performance is measured as effectiveness and when strategic planning is measured as formal strategic planning. This impact holds across sectors (private and public) and countries (U.S. and non‐U.S. contexts). Implications for public administration theory, research, and practice are discussed in the conclusion.     

Antecedents or Processes? Determinants of Perceived Effectiveness of Interorganizational Collaborations for Public Service Delivery

ABSTRACT

This article introduces a framework of antecedents, processes, and perceived outcomes to evaluate interorganizational collaborations for children and family service delivery in Los Angeles County, California. The results showed that resource acquisitions, organizational legitimacy, partner characteristics, and supply-side preconditions for collaboration could affect perceived collaboration outcomes. The effects of most of antecedents on perceived outcomes were, however, mediated by collaborative processes and perceived effectiveness of collaborative ventures were mainly premised on the existence of processes for leveraging resources and building trust between partners.     

Crowd‐Out or Affordability? The Lifeline Expansion's Effect on Wireless Service Spending

Public subsidization of private goods often leads to crowd‐out, reducing private spending. This effect is intended for a policy such as the 2008 Lifeline phone subsidy expansion, which aimed to increase affordable access to services. I examine the effects of this policy on households’ self‐reported wireless phone service spending in the Consumer Expenditure Survey. Using state‐level variation in policy implementation and triple‐differences event study methods, I estimate that the expansion reduced households’ wireless service spending by more than 100 percent of subsidy payments. I document that the expansion led to a separate, competitive market for providers catering to low‐income households. Consequently, higher‐quality subsidized services crowded out lower‐quality unsubsidized options, saving households more than an equivalent cash transfer. This highlights how market segmentation and competition can magnify a targeted subsidy's impact.     

Would a Value‐Added System of Retention Improve the Distribution of Teacher Quality? A Simulation of Alternative Policies

In this paper, we consider several features of teacher‐retention policies based on value‐added measures of effectiveness under a variety of empirically grounded rules and parameters. We consider the effects of policy design by varying the standard above which satisfactory teachers are expected to perform. We simulate recently adopted policies that remove teachers based on consecutive unsatisfactory performance and compare these to policies that remove teachers based on poor performance on average over a multiyear period. We also consider the precision of the performance measure and the underlying variation in teacher quality on policy effects. Finally, the simulation makes a step forward by incorporating recent empirical findings of a relationship between teacher quality and natural attrition from the profession. Our results indicate that deselection policies based on value‐added measures have the potential to improve teacher quality, although understanding the role of policy design, self‐selected exits, and the underlying variation in teacher quality is essential for determining policy effects.     

Does Person‐Organization Fit Matter in the Public ‐Sector? Testing the Mediating Effect of Person‐Organization Fit in the Relationship between Public Service Motivation and Work Attitudes

Public service motivation theory suggests that public service motivation is positively related to work attitudes, but person‐organization fit theory assumes that person‐organization fit completely mediates the relationship between public service motivation and work attitudes of public employees. This article investigates which theory better predicts attitudes toward work, such as job satisfaction and organizational commitment of public employees, by testing hypotheses on (1) whether public service motivation directly influences work attitudes, or (2) whether person‐organization fit mediates the relationship between public service motivation and work attitudes, or (3) whether both hypotheses are true. Using survey data on civil servants in Korea, this article shows that public service motivation has not only a direct effect on but also an indirect effect on job satisfaction and ‐organizational commitment through its influence on person‐‐organization fit.     

Re‐electing the Culprits of the Crisis? Elections in the Aftermath of a Recession

Theories of economic voting and electoral accountability suggest that voters punish incumbent governments for poor economic conditions. Incumbents are thus expected to suffer substantially during significant economic crisis but their successor in office will face the difficult task of reviving the economy. The economic crisis may, therefore, negatively affect government parties in subsequent elections even though the economic conditions may, to a large degree, have been inherited from the previous government. It is argued in this article that economic conditions play an important role in such circumstances as they place specific issues on the agenda, which structure the strategies available to the parties. Therefore, the article studies the 2013 Icelandic parliamentary election in which the incumbent government parties suffered a big loss despite having steered the country through an economic recovery. While perceptions of competence and past performance influenced party support, three specific issues thrust on the agenda by the economic crisis – mortgage relief, Icesave and European Union accession/negotiations – help explain why the centre‐right parties were successful in returning to the cabinet.     

Does the Motivation for Market‐Based Reform Matter? The Case of Responsibility‐Centered Management

Organizational theorists have long examined the implications of market‐oriented policies for public agencies. Current research often aims to understand the effects of policies imposed on organizations by external stakeholder groups, but few studies have attempted to gain a better understanding of what mechanisms cause agencies to select into these strategies. The purpose of this article is to understand, first, which factors make an organization more likely to adopt a decentralized, market‐based budgeting system—termed “responsibility‐centered management (RCM)—and, second, whether this type of system has implications for organizational performance. Using data on doctorate‐granting public and private nonprofit four‐year universities in the United States, the authors find that mission, resource dependence, and state party control influence the take‐up of RCM. In terms of effects, RCM creates winners for graduation rates (white students) and degree production (science, technology, engineering, and math departments), which raises questions of equity across groups.     

Closing the Rhetoric‐Reality Gap? Employees' Perspective of Performance Management in the Australian Public Service

Performance management has been hailed by its proponents as an essential tool to enhance public service performance. Yet, its actual capacity to improve public service performance continues to be questioned by many academics. This research on a small group of Australian Public Service employees examines their perceptions on the efficacy of the performance management system in their agencies. The study respondents did not believe that their work behaviours had significantly changed in response to performance management. Obstacles to high performance include perceptions of a poorly designed performance measurement system, an inadequate level and mix of rewards offered, and inconsistencies in the implementation process.     

Motivating Employees of the Public Sector: Does Public Service Motivation Matter?

ABSTRACT

This article analyzes if, and to what extent, the public service motivation (PSM) construct has an added value to explain work motivation in the public sector. In order to address the specificity of PSM when studying work motivation, the theoretical model underlying this empirical study compares PSM with two other explanatory factors: material incentives, such as performance-related pay, and team relations and support, such as recognition by superiors. This theoretical model is then tested with data collected in a national survey of 3,754 civil servants at the Swiss municipal level. Results of a structural equations model clearly show the relevance of PSM. They also provide evidence for the importance of socio-relational motivating factors, whereas material incentives play an anecdotal role.     

People Power or a One‐Shot Deal? A Dynamic Model of Protest

In the aftermath of the Arab Spring, a crucial question is whether popular protest is now likely to be a permanent part of Middle Eastern politics or if the protests that have taken place over the past two years are more likely to be a “one‐shot deal.” We consider this question from a theoretical perspective, focusing on the relationship between the consequences of protests in one period and the incentives to protest in the future. The model provides numerous predictions for why we might observe a phenomenon that we call the “one‐shot deal”: when protest occurs at one time but not in the future despite an intervening period of bad governance. The analysis focuses on the learning process of citizens. We suggest that citizens may not only be discovering the type or quality of their new government—as most previous models of adverse selection assume—but rather citizens may also be learning about the universe of potential governments in their country. In this way, bad performance by one government induces some pessimism about possible replacements. This modeling approach expands the formal literature on adverse selection in elections in two ways: it takes seriously the fact that removing governments can be costly, and it explores the relevance of allowing the citizen/principal to face uncertainty about the underlying distribution from which possible government/agent types are drawn.     

To “Re‐Hatch” Public Employees or Not? An Ethical Analysis of the Relaxation of Restrictions on Political Activities in Civil Service

This study examines the ethical content of legislation regulating the political activities of civil servants. The analysis is done using the "ethics triangle," a tool that encompasses the interdependence of results-based utilitarian ethics, rule-based duty ethics, and virtue-based character ethics. The discussion begins with the importance of the problem, followed by its evolution and current status. After describing the methodology, the central section investigates the values at stake. The conclusion provides a synthesis of the findings, explores the implications of the study, and attempts to answer the question posed in the title of the paper.     

Understanding Local Service Delivery Arrangements: Are the ICMA ASD Data Reliable?

The authors utilize the two latest ICMA Profile of Local Government Service Delivery Choices surveys to investigate whether the service provision and delivery arrangement information reported in the surveys accurately represents reality and, if not, what factors contribute to generating incorrect or unreliable survey responses. Interviews with practitioners are used to better understand both the accuracy of the survey responses and improvements that could be made to the survey instrument. Results suggest that the ICMA ASD survey data are highly erratic, with more than 70 percent of the cases (N = 70) investigated containing some inaccuracies. A qualitative analysis shows that the majority of the errors appear to be caused by the lack of a clear definition of service provision or by the service titles being too vague or too broad, both of which likely lead to discretion in interpreting survey questions and thus inconsistent answers by individual respondents over time.