We’re Not all Happy Yet: Attitudes to Work,Leadership, and High Performance Work Practices among Managers in the Public Sector

This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female managers in the public sector and male and female managers in the private sector across all the measures. Psychological contract theory suggests either the changes associated with high performance HRM policies and practices, or attempts to decrease the disadvantage felt by women in the public sector may have resulted in a sense of disadvantage among some men in the sector, and created a changed, more transactional psychological contract between these men and their organisation. Strategies are needed to reengage public sector men.     

Elite Interactions and Voters’ Perceptions of Parties’ Policy Positions

Recent research documents that voters infer that governing coalition partners share similar ideologies, independently of these parties’ actual policy statements. We argue that citizens estimate party positions from more general forms of interparty cooperation and conflict, particularly near the times of national elections. We analyze tens of thousands of media reports on elite interactions from 13 Western democracies between 2001 and 2014, and show that—controlling for coalition arrangements and for the policy tones of parties’ election manifestos—voters infer greater left–right agreement between pairs of parties that have more cooperative public relationships, but that this “cooperation effect” is only evident near the times of national elections. Our findings have implications for parties’ policy images and for mass–elite linkages.