Public Managers' Perceptions of Organizational Goal Ambiguity: Analyzing Alternative Models

Much organizational theory, research, and practice emphasizes the value of organizational members having clear perceptions of the organization's goals. For years, authors have asserted that public organizations have particularly vague goals, goals more vague than those of business firms. Yet, researchers have not devoted a lot of attention to ways of measuring perceptions about organizational goal clarity in public organizations and analyzing these perceptions. Many authors claim that the external political context increases goal ambiguity in public organizations. Some survey evidence, however, suggests that other factors, such as individual dispositions and attitudes, and internal organizational structures and processes, have greater effects. We analyze three alternative models of goal ambiguity—a political model, an organizational model, and an individual model—using data collected in Phase II of the National Administrative Studies Project (NASP-II), and then a composite model. Although political context acts as a significant determinant of goal ambiguity, both organizational and individual models have better explanatory power. Implications of these findings for theory and managerial practice are discussed.     

Private Sector Imprinting: An Examination of the Impacts of Private Sector Job Experience on Public Manager's Work Attitudes

What are the attitudes of public managers who have had full‐time private sector work experience? Public managers with private sector work experience report different perspectives when compared to their counterparts who have spent their entire careers in the public sector. Though private sector work experience negatively correlates with job satisfaction, it only does so for the “new switcher,” whose last job was in the private sector. As careers advance, the negative impact seems to wane, leaving a public sector workforce that, in part as a result of their private sector work experience, are relatively more intrinsically motivated and involved in their jobs. We conclude with discussion of implications for human resources management.     

When Public Participation in Administration Leads to Trust: An Empirical Assessment of Managers' Perceptions

This study empirically assesses the argument that public participation enhances public trust. A model was constructed to include five intermediate factors that might link participation and trust: consensus building, ethical behaviors, accountability practices, service competence, and managerial competence. As expected, participation does explain a significant amount of public trust. However, using path analysis, only two intermediate factors—ethical behaviors and service competence—were found to significantly contribute to trust. Even successful consensus-building activities are not likely to enhance trust unless administrative performance improves. These results indicate that if increasing public trust is the primary goal, then the primary focus should be on administrative integrity and performance results.     

Work Requirements in Public Housing: Impacts on Tenant Employment and Evictions

In recent years, many have debated adopting work requirements in the public housing program, and a limited number of public housing agencies (PHA) have implemented these policies through the flexibility provided by the Moving to Work program. One such agency—the Charlotte Housing Authority (CHA)—has implemented a work requirement across five (of 15) public housing developments that mandates households to work 15 hr weekly or face sanctions. This article evaluates this policy and presents the first empirical analysis on the outcomes of a work requirement on employment and evictions. We find that, following work requirement enforcement, the percentage of impacted households paying minimum rent (a proxy for nonemployment) decreased versus a comparison group. Analysis of additional data on both employment and hours worked indicates similar results regarding employment gains, but no increase in average hours worked. We find no evidence that work requirement sanctions increased evictions, and very modest evidence that enforcement increased the rate of positive move-outs such as moves to unsubsidized housing.     

Unionization and Work Attitudes: How Union Commitment Influences Public Sector Job Satisfaction

This article explores whether union commitment dampens public sector job satisfaction. By examining the connection between union commitment and two workplace attributes that are presumed to be more prevalent in public sector workplaces—perceptions of higher red tape and greater public service motivation—this article develops three hypotheses exploring the direct and indirect relationships between union commitment and public sector job satisfaction. The findings from a series of structural equation models indicate that union commitment directly increases members’ job satisfaction, but it more prominently increases members’ job satisfaction indirectly by reducing perceived red tape and enhancing public service motivation.     

Jewish Religiosity and Political Attitudes in the United States and Israel

Does religious commitment have a common political impact across national frontiers? To date, that question has been explored empirically only for Roman Catholics, who might be expected to behave similarly because of centralizing resources in their tradition. This article explores the extent of transnational political attitudes among Jews in the United States and Israel, two groups with less centralized authority structures and radically different religious situations. Parallel surveys of Jews in the United States and Israel, analyzed by OLS regression with the slope dummy approach, indicate that Jewish religiosity has a common influence on most political issues but often has much sharper effects in one society than the other. Given our expectation that Jews would exhibit lower levels of transnational similarity than Roman Catholics, the findings reinforce scholars who perceive religion as a potent transnational political factor.     

Implications of Occupational Locus and Focus for Public Service Motivation: Attitudes Toward Work Motives across Nations

Is occupational locus or focus important for public service motivation? Does national context influence public service motivation? To answer both questions, the author examines attitudes toward work motives from national samples in 11 North American and Western European nations using multilevel binary logistic regression analysis. The findings demonstrate that the locus of an occupation in government and its focus on a public service activity both are important in shaping preferences for work motives related to public service motivation. Also, the preference for work motives held by citizens is correlated with the type of welfare regime in a nation. Although it is less pronounced, some evidence suggests that the type of welfare regime influences preferences toward work motives among government employees.     

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.     

Comparing Public and Private Managers' Leadership Styles: Understanding the Role of Job Context

ABSTRACT

Comparing public and private managers is a major subject in the public management literature, but there have been only a few empirical studies of the differences in their respective leadership styles. Traditionally, leadership style is explained by the characteristics of the manager, the employees, and their job. This study explains leadership by the manager's job context: the degree of job complexity, role clarity, and job autonomy. We argue that differences in job context explain the use of different leadership styles in the public and private sector. To clearly specify the importance of sector, the study investigates direct, mediating, and moderating effects. Based on a survey of Danish public and private managers with 949 respondents, this article shows that job context variables vary significantly between public and private sector managers. The article provides some explanations for why public managers use more participative leadership, while private ones use more directive leadership.     

Public Service and Commercial Broadcasting: Impacts on Politics and Society

This article provides an accessible overview of the growing research literature on the impact of public service and commercial broadcasting and highlights its main implications for policy discussions about the future of public service broadcasting in Western societies. It shows that the populations of countries with public service broad‐ and narrowcasting are better informed about government and politics, are more trusting of other people, have more positive civic attitudes, have greater confidence in democratic institutions and are more likely to engage in democratic politics. Moreover, levels of social trust are higher in countries which have a significant public service element in their media systems, even among individuals who do not habitually watch public TV channels. The article ends with a brief discussion of the implications of this research for the future of public broadcasting in the Western world.     

Perceptions on Federal Budget Reforms: Public Budgeting Researchers' View

This study examines budget experts' perceptions on suggested federal budget reforms. Based on the response of a group of selected public budgeting professors (N = 46), the study identifies several specific reforms that are supported by the experts from both the viability and adoptability consideration. The study also reveals the fact that the respondents are less optimistic about the adoptability of the suggested reforms even though they generally agree with most of the reforms. Addressing the federal deficit problem, the authors further discuss the implication of the experts' perceptions on federal budget reforms.     

International Comparison of Public and Private Employees’ Work Motives,Attitudes, and Perceived Rewards

This article presents a conceptual perspective on the distinctive characteristics of public organizations and their personnel. This perspective leads to hypotheses that public organizations deliver distinctive goods and services that influence the motives and rewards for their employees. These hypotheses are tested with evidence from the International Social Survey Programme in order to compare public and private employees in 30 nations. Public employees in 28 of the 30 nations expressed higher levels of public‐service‐oriented motives. In all of the countries, public employees were more likely to say they receive rewards in the form of perceived social impact. In most of the countries, public employees placed less importance on high income as a reward and expressed higher levels of organizational commitment.

Practitioner Points

• The findings presented here add to previous evidence that public employees seek and attain more altruistic and public‐service‐oriented rewards than private sector employees. In particular, we add evidence that these differences hold in many different nations and cultural contexts.
• Compensation and incentive system reforms in many governments have often concentrated on financial incentives and streamlining procedures for discipline and removal. Such matters are important but should not drive out concerns with showing public employees the impact of their work on the well‐being of others and on the community and society. Leaders and managers should invest in incentive systems that emphasize such motives and rewards.
• Leaders and managers should invest in the use of altruistic and socially beneficial motives and rewards in recruiting systems.

     

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.     

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.     

Party Elites' Perceptions of Voters and Public Opinion

Given the vast amounts of research on party competition, party strategy, political communication and electoral campaigning, surprisingly little attention has been devoted to the study of national party elites' perceptions of voters and public opinion. This article argues that the mindset of leading party officials, and more specifically their perceptions of voter and public opinion rationality, driving forces and knowledge, is a much‐neglected explanation for why parties adopt the electoral strategies they do. Analysed here are unique internal party documents from two Swedish parties during the period 1964 to 1991: the Social Democratic Party and the Conservative Party. A simple analytic framework is proposed for the study of party elite perceptions of voters and public opinion. In contrast to the overwhelmingly pessimistic view of voter rationality that still prevails in contemporary research, the findings presented in this article suggest that national party elites in general have had a surprisingly positive view of voters and, in particular, public opinion. Perceptions of voters and public opinion were largely unaffected by the parties' electoral fortunes, and did not become gloomier over time.