What's the Problem in Public Sector Workforce Recruitment? A Multi-Sector Comparative Analysis of Managerial Perceptions

Public sector workforce recruitment is problematic, but the nature of that problem is not clearly defined. Workforce recruitment is essentially a matching problem that requires managers to recruit desired employees in available labor pools. This research asks whether sectoral differences and competition for labor affect whether public managers frame the major problem of workforce recruitment as the size, qualifications, or work ethic of the labor pool. Using survey data from about 2,300 managers from two US states, problem attributions are modeled using multinomial logit. The findings suggest that the public and nonprofit sectors find it more problematic to recruit qualified employees than the private sector, but public and nonprofit agencies hold a comparative advantage over the private sector in recruiting employees with sufficient work ethic. Therefore, public and nonprofit managers should emphasize retention and training to leverage their comparative advantage in recruiting employees with work ethic while addressing a comparative disadvantage in recruiting qualified employees.     

Government Mapping of the Third Sector: A Government Innovation for Regulation and Coordination? Perspectives From the Third Sector

This article examines the policy tool of a registry of civil society organizations in a regulatory transparency framework. A registry serves as a government ‘mapping’ tool by collecting data on civil society and nonprofit organizations. Do government efforts to map the third sector hinder or foster nonprofit organizations’ capacity and their coordination? The balance between regulation and the strengthening of nonprofit organizations’ capacity and the coordination of goods and services through government innovations like the registries—i.e., third sector mappings—might indeed have the potential to foster a more effective and efficient third sector.     

PUBLIC SERVICE MOTIVATION,CIVIC ATTITUDES AND ACTIONS OF PUBLIC,NONPROFIT AND PRIVATE SECTOR EMPLOYEES

Using the 2005 Australian Survey of Social Attitudes dataset, this study compares the public service motivation (PSM), and civic attitudes and actions of public, nonprofit and private sector employees in Australia. Sectoral similarities and differences were noted. This research also analyses the relationships between PSM and civic attitudes and behaviours of these groups of employees. High PSM employees were found to have higher confidence in key national public and private institutions, place more importance on citizens' rights, and engage in more non‐electoral political and prosocial acts than low PSM employees.     

Actions by Political Officials Have Weakened the Federal Government Workplace: Downsizing Has Cut Lower Level Workers the Most and Replacing Federal Employees with Private Corporations Costs Much More,Creating the Need for Immediate Reform

Abstract

The authors of this paper are four practitioners each of whom has many years of experience working in the Federal government and also has pursued doctoral studies in public or business administration. Three ideas developed in this paper are that: (1) the Federal civil service has been changed from being a model workplace to a much less desirable one; (2) although downsizing has been touted as an efficiency and economy measure, lower level employees experienced the most cuts and (3) the current practice of replacing Federal employees with private corporations costs much more. Over the past two decades private sector workplaces in the United States, and now the Federal government workplace, have experienced so much change that previous theories, concepts, models, and expectations no longer hold. Just as private industry workplaces have been changed by downsizing, reorganizations, mergers, elimination of middle management, and outsourcing, so, too, has the Federal government workplace been fundamentally altered. Reducing the number of government workers, replacing Federal employees with private firms, increasing the number of officials with political agendas, and using harsh personnel management practices have transfigured the Federal workplace. Examples of factors that have contributed to a changed workplace include: the Civil Service Reform Act which replaced the Civil Service Commission with the Office of Personnel Management; importing private sector approaches into the government, e.g., the Grace Commission; replacing the Civil Service Retirement System with the Federal Employees Retirement System; pressure to downsize and privatize; and many elements of the National Performance Review and Government Performance and Results Act. Now that the metamorphosis away from the traditional Civil Service borne of the Pendleton Act is nearly complete (although the new paradigm is not entirely clear), questions about the effects of a changed government workplace are being raised. Some people believe the metamorphosis is from a caterpillar to a butterfly, while others think the opposite. Whether the changed Federal government is a thing of beauty or a distasteful organism will be determined over time by observations and assessments of the effects of the change. These effects will be both internal to the government workplace, itself, and external to it, involving the products, services, outputs, and outcomes it produces. This paper begins by describing some of the politically mandated changes that have altered the very foundation of the Federal government workplace over the past 20 years and made it a much less desirable place to work. Next, some of the effects of two politically mandated changes are examined: (1) downsizing or reducing the number of Americans who can work for their government and (2) contracting out or replacing government workers with private corporations. Political officials have told the media and the American public that these changes were needed to improve the government's efficiency, effectiveness, and economy. It has been suggested that these initiatives will reduce costs. However, an examination of downsizing and contracting out shows the opposite effect. While overall the Federal government has fewer employees now than in 1961, the statistics indicate that lower level employees have been cut the most:

• The number of secretaries decreased by 39% between 1992 and 1998.

• The blue collar workforce is down 40% since 1982, e.g., Supply Clerical and Technician (?35%), Accounting Technician (?24%), and Electronics Mechanic (?41%).

• Between 1993 and 1998 the number of GS‐1 to GS‐10 employees fell from 767,000 to 594,000.

• In 1983 the number of GS‐1 to GS‐10 workers exceeded GS‐11 to GS‐15 by nearly 300,000, while in 1997 GS‐11 to GS‐15 outnumbered the lower level workers by 44,000.

Although authoritative cost comparison studies are difficult to conduct because top officials have made little provision to collect information on the cost of contracting with private firms or the number of contract employees, available information indicates that it is much more expensive than using government employees. The contracting out we are talking about is not the usual kind—building ships or planes, or acquiring computer systems or special expertise not available in the government. Rather, it is contracting with private firms to do jobs that are currently being performed by Federal employees. Not satisfied with the level at which firms are being substituted for Federal employees, actions by political officials have created an environment which now favors private corporations and where they can be given work at top management's discretion, often regardless of cost. In fact, today most contracting out is done without the use of Circular A‐76 Cost Comparison Studies. There is empirical and logical evidence that shows that replacing government employees with private corporations is more expensive. For example, a study by the Department of the Army documents what people close to contracting have always known—that it is far more expensive to contract with a private firm for work than to have Federal employees do it. Logically, the government incurs additional items of cost when replacing Federal employees with private corporations. First, there is the profit that goes to the firm. Second, there is the firm's overhead which pays for corporate offices, staffs, and CEOs. Third, there are the costs of the contracting and award process and of contract administration and management. Although the worker on a government contract may be paid a little less than a government worker, the cost of the worker is only a third to a half of what the government pays the firm. Thus, replacing government workers with private firms usually costs far more and it is not unusual for it to cost two to three times as much. This paper partly is based on the authors' long experience in the Federal government. It is not based on the organizations in which they are currently employed.     

The politics of government‐business relations in Myanmar 1

All post‐colonial Myanmar governments and the business community benefited from their clientelistic networks. Without the help of government officials, many business firms would have gone under quickly; at the same time, without the assistance of business people, it would have been hard for most post‐colonial Myanmar governments to keep themselves in power. It is very clear that government‐business relations cannot simply be reduced to a zero‐sum game. This article clearly shows that if we assemble cases of government‐society relations in Myanmar in the way we solve a jigsaw puzzle, the picture that emerges is not simply a zero‐sum situation. Rather, certain interactions between incumbent governments and the business community in post‐colonial Myanmar were mutually empowering.     

New partnerships for social development: business and the third sector

One of the main issues for Latin America now that it is entering a new period of economic growth is the process of speeding up social development to catch up with economic trends. This may be seen by some as a highly profitable investment, but by most as a moral obligation. A long history of exploitation and the most recent decades of misgovernment have provoked a legacy of social injustice and disparities incompatible with the region's economic potential.

Structural adjustment policies impose a significant reduction in the size of governments which have shown an unequivocal tendency to retreat from their responsibilities regarding the social sector. Current trends of the new world order raise many concerns regarding the social perspectives of the less privileged layers of the population.

Besides the new economic opportunities, redemocratization of the region has led to a new socio-political environment in which paternalistic patterns have given way to a more participatory and mature relationship between government, civil society and business.

The so-called third sector has become of increasing importance and is growing rapidly in most countries. Business is also assuming new roles in terms of its responsibility towards social development. There is a change in culture and there are new opportunities to develop innovative forms of participation. The retreat of the State is opening up a new niche for the third sector and business to establish partnerships that can speed up social development without the risks of the heavy paternalistic and patronizing influence of governmental branches. Overall, one can observe a shift in responsibilities. Partnerships will involve the three actors, with government participating heavily in financing the operations of the third sector, while business lends its’ efficiency as well as material resources.

The business sector in Latin America is rapidly learning the social responsibility of participating in community initiatives and the benefits that such an approach can bring. Foreign companies have played an important role in bringing new values, strategies and experience of this participation. Local businessmen are adopting these values and adjusting them to their realities. The new economic and political environments have created a new sense of citizenship and there is an observable advance in the approach that business is taking in relation to the potential of its participation and of its responsibilities regarding social growth and development.

Corporate philanthropy -- or community relations, or corporate citizenship, as the local culture prefers to call it -- assumes several forms. Grantmaking is still the least frequent as companies prefer to maintain tighter control over the use of resources, either by operating their own projects in a joint effort with target communities, or by establishing partnerships with small organizations of the third sector. Stimulating volunteer work of their employees is also a form of participation.

More recently, in countries like Argentina, Brazil, Colombia and Mexico we have witnessed the emergence of associations of grantmakers and philanthropists, similar to those of the United States. Through these organizations, corporations, corporate foundations and independent foundations can share their experiences and values, coordinate their efforts and exert influence in the social and political environment.     

DOES A PUBLIC SERVICE ETHIC ENCOURAGE ETHICAL BEHAVIOUR? PUBLIC SERVICE MOTIVATION,ETHICAL LEADERSHIP AND THE WILLINGNESS TO REPORT ETHICAL PROBLEMS

This article aims to advance our understanding of and confidence in the relationship between employee public service motivation (PSM) and ethical behaviour by testing the degree to which PSM predicts the ethical behaviour or behavioural intention of government employees. Building on previous research, we argue that government employees with higher PSM are not only more likely to internalize values that support public interests, they also are likely to be concerned less about the potential consequences that they may experience by reporting unethical conduct within their agencies. Using data collected through a survey from 477 employees working in a large state agency, we find that supervisors with higher PSM are more likely to be perceived by their subordinates as exhibiting ethical leadership, supervisors exhibiting higher ethical leadership are more likely to have subordinates with higher levels of PSM and that subordinates with higher PSM express a higher willingness to report unethical behaviour within their agency. We discuss implications of these findings for research on PSM.     

Don’t reinvent the wheel: possibilities for and limits to building capacity of grassroots international NGOs

Abstract

How can support organisations build the capacity of volunteer-driven non-governmental organisations (NGOs)? Citizen aid for relief and development has expanded rapidly in the twenty-first century, and the number of American aid organisations operating in the Global South has grown to nearly 10,000. These grassroots international NGOs – GINGOs – are small-budget, volunteer-driven organisations typically launched by Americans without professional experience in international development or nonprofit management. These groups prize the expressive and voluntaristic dimensions of development work, yet face challenges of amateurism, material scarcity, fragmentation, paternalism and restricted focus. We investigate whether support organisations, whose primary goals are to build the capacity of organisations and strengthen the organisational field, offer solutions to GINGOs’ inherent weaknesses. We draw on 15 semi-structured interviews with a stratified selection of support organisations, including associations tailored towards international development and towards nonprofit work at large. We find that support organisations offer resources to help GINGOs in managerial and administrative domains. Fewer support organisations help GINGOs build technical development skills, and fewer still push GINGOs to critically reflect on their role in development. We find that peer learning and online platforms could help engage GINGOs volunteers in networking spaces, even as their geographic dispersal in the US encourages their fragmentation and isolation.     

TAKING THE ‘HIGH ROAD’: DOES PUBLIC SERVICE MOTIVATION ALTER ETHICAL DECISION MAKING PROCESSES?

Although public administration scholars have long been interested in promoting administrative ethics, recent lapses in judgment by government employees make the study of ethics even more pressing. Yet, we know relatively little about how public values and publicly oriented motives influence the ethical obligations employees reference when confronting organizational problems. We employ Perry's (2000) process model of public service motivation to connect public values, public service motivation, and employees' understanding of their ethical obligations. Using data collected from over 1,400 managers in United States municipal governments, we present findings that suggest that public service motivation appears to be positively correlated with ethical obligations rooted in virtue and integrity, or high road ethics, for less professionalized employees. Further, broader constellations of public values encourage increased application of high road ethics for the same employees, but only to the extent that they foster public service motivation.     

A Cooperative Approach to Accountability: Manitoba's Family Violence Prevention Program

Abstract

Can government's need for nonprofit accountability be accomplished without diminishing nonprofit organizations’ ability to pursue their goals of responsiveness and flexibility? The conventional view argues that governments’ accountability objectives conflict with nonprofits’ objectives, implying that there must be some tradeoff. This article adopts the emerging alternative view in which the two parties’ objectives are jointly pursued through a cooperative process. The analysis of a provincial funding program in Manitoba, Canada, presented here, provides evidence that such an approach is not only possible but also efficient. The program analyzed rests on a sustained cooperative process in which government officials and nonprofit managers jointly define goals and establish constraints.     

How empowering leadership reduces employee silence in public organizations

The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors reduces public employee silence, by improving employee trust in their supervisors, granting employees control over their jobs, and strengthening identification with the organization. We test the model in two cross‐sectional studies with data collected from all employees working in two local governments in the United States. We find empirical support for the model in both studies. We discuss the implications of the research results for public management scholarship and practice.     

Contractual Conditions,Organizational Level,Dimension of Organization,and Work Conflict as Potential Predictors of Job Stress in Public Administration

Job stress is a pervasive problem for employers in the 21st century economy, making it a timely and important topic in organizational settings. The variables influencing job stress are numerous and consequently it may be analyzed from different perspectives, but the root is primarily physical and psychosocial. This study specifically explores three physical sources of job stress—contractual condition of work, organizational position, and dimension of organization—and of one psychosocial source—work conflict. A survey instrument was used to collect information from regional Public Administration employees of South Italy. Data from 1,130 respondents were analyzed. Statistical correlations and hierarchical regression showed that contractual condition of work, organizational position, organizational dimension, and work conflict were all predictive aspects of job stress.     

Quality of Work Life in the Postnationalization of Human Resources: Empirical Examination of Workforce Emiratization in the United Arab Emirates

In response to the challenge of human resource imbalance in the United Arab Emirates (UAE), the government enacted a nationalization policy (Emiratization) which compelled organizations to hire national job seekers. The present study aimed at assessing the quality of working life (QWL) of 450 national employees in the public and private sectors. Univariate and multivariate analyses revealed that employees indicated an above average level of perceived QWL. Four factors were important to adding quality to the work life, namely managerial approach, prestige, pay and benefits, and professional development opportunities. These results and their implications were discussed in detail.     

Empowering Leadership and Municipal Service Delivery: A Case Study of a Metropolitan Municipality in South Africa

Since municipal service delivery is a challenge facing many municipalities in South Africa, this paper reports on a study conducted among a convenience sample of managers and employees from the Revenue and Customer Relations Management department of a major metropolitan municipality in South Africa, to address the aforementioned problem. The findings reveal that empowering leadership is strongly correlated with employee work effort, performance and improved service delivery. On the practitioners’ side, the important mediating role of employee work effort and employee performance in the “empowering leadership–improved service delivery” relationship in South Africa’s public sector is also highlighted.     

Organization termination in the nonprofit setting: the dissolution of children's rehabilitation services

Public and business sector organizations are the primary subjects of the existing literature on organization termination. This article considers the applicability of the termination literature to the nonprofit organization context. In particular, the literatures of public administration (public agency termination), organization theory (life cycles of organizations), and business administration (firm failure) are used to examine the termination experience of a specific nonprofit agency, Children's Rehabilitation Services (CRS). After more than thirty years of providing residential treatment services to boys with emotional problems, the agency merged with another nonprofit rather than face bankruptcy. To understand the causes of CRS's termination, financial factors, deleon's (1978) obstacles to termination, life cycle theory and the role of the agency's changing environment are studied. The case of CRS illustrates many of the findings of the organization termination literature and introduces a new point essential to consideration of termination in the nonprofit context: the importance of the selection of decision makers with competencies appropriate for the given life cycle stage of the organization.     

Political corruption,economy, and citizens' evaluation of democracy in South Korea

South Korean politics has been haunted by numerous corruption scandals as well as the prosecution of politicians and their cronies for their corruption. Yet despite the prevalence and salience of political corruption, many citizens of South Korea tend to overlook the problem by continuing to support corrupt politicians and administrations. This study defines under what circumstances political corruption shapes citizens' judgment of government and the political system as a whole in South Korea. The results indicate that national economic conditions as a perceptual screen mediate the effect of political corruption on the evaluation of democratic governance.     

THE PUBLIC/PRIVATE SECTOR CLEAVAGE REVISITED: THE IMPACT OF GOVERNMENT EMPLOYMENT ON POLITICAL ATTITUDES AND BEHAVIOUR IN 11 WEST EUROPEAN COUNTRIES

This study explores a refined model of public/private sector cleavage voting. Assuming that market and work experiences are crucial for people to develop common political views, it investigates three contexts that shape government employees' willingness to vote as a single constituency: the branch of public sector production, the occupational status, and the type of service economy. Estimation results obtained from regressions on European Social Survey (ESS) data indicate that government employees in public health, education and service production rather than public administration utilize sector cleavage voting. Regardless of their actual occupational status, public health and education employees show persistently stronger attitudes in favour of expanding state responsibility. With respect to party choice, stronger signs of alignment along the sector cleavage are observed in Social Democratic service economies. In sum, the public/private sector cleavage continues to matter in a more complex way than a simple sector dichotomy would suggest.     

Exploring Millennial Generation in Task Values and Sector Choice: A Case of Employment in Planning

This study investigates task values and motivations of “millennial” generation of planners and identifies important factors affecting their public sector choices. Multinomial logistic regression comparing the task values and specializations in private and nonprofit sectors with public sector was performed. Millennial generations in public sector value communication and implementation tasks where at young workers in private and nonprofit sector place importance on tasks related to administration and plan and policy development. The finding indicates private companies give favorable opportunities to the young workers to take leadership role in projects and appreciate their management skills to operate the programs and plans.     

REGIONAL SERVICES COUNCILS IN SOUTH AFRICA: PAST, PRESENT AND FUTURE

This article traces the evolution of local government structures in South Africa, known as Regional Service Councils (RSCs), which were created in 1985. The first section traces the history of local government in the country and how apartheid led to separate structures for different racial groups. This is followed by an account of why the National Party (NP) created RSCs, which were neo-apartheid structures, incorporating certain features of metropolitan government. The major features of Rscs are discussed and analysed. The operation of the Rscs around the country is assessed. The final section of the article looks at moves towards non-racial local government structures in the light of broader political developments in the country. The future of RSCs as well as metropolitan government generally is discussed.     

Between spin doctor and information provider: Conceptualizing communication professionals in government ministries

Communication professionals are increasingly found within government ministries. Based on classic work on bureaucracy and recent literature on mediatization and personalization, this article develops two ideal types: the government information provider and government spin doctor. These ideals are constituted by six dimensions: recruitment criteria, values, loyalties, reputational concerns, interactions, and tasks. A study of nonpartisan communication professionals in Norwegian ministries is used to illustrate the empirical relevance of the ideal types. The analysis shows that for loyalties and reputational concerns, Norwegian communication professionals resemble the government information provider. Regarding interactions and tasks, they resemble the government spin doctor. For recruitment criteria and values, the picture is mixed. The empirical application thereby illustrates a fruitful aspect of the framework as certain configurations will bring forth inbuilt tension in communication professionals' role. The framework allows a fine-grained approach to extend ongoing debates of appropriate and inappropriate practices of communication professionals in ministries.