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.     

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.     

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.     

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.     

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.     

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.     

Media Framing and Public Attitudes Toward Biofuels

This study investigates the relationship between media framing and public opinion on the issue of biofuels—transportation fuels made from plants, animal products, or organic waste. First, the paper investigates how media framing of biofuels has changed since the issue regained national prominence in the early 2000s. Through a detailed content analysis of newspaper coverage, the paper documents an increase in negative frames between 1999 and 2008, especially frames focusing on the negative economic effects of biofuels on consumers. Second, using data from a 2010 Internet survey of a random sample of the U.S. public, the paper analyzes the relative influence of these new media frames on public attitudes toward biofuels compared with other common predictors of public opinion, such as party ID, regional economic interests, and personal identity as an environmentalist. In general, the results confirm that public attitudes toward biofuels appear to be shaped by these new media frames, especially among those who indicate a high degree of attention to the media, suggesting the relative importance of framing effects on policy attitudes for environmental and energy policies in general.     

Perceptions of Public and Private Performance: Evidence from a Survey Experiment

Media, politicians, and reform proponents frequently assert that public sector organizations are inefficient and burdened by administrative procedures. But are negative stereotypes of the public sector reflected in people's perceptions of public service provision? Given the methodological challenges of isolating the perception of publicness from other factors related to public organizations, little is known about whether public organizations have a negative image. The authors use a survey experimental design to isolate the effect of publicness on perceptions of the performance of hospitals. The results suggest that public sector organizations have a negative image on productivity‐related aspects of performance but not on normative aspects of performance. As this article is a randomized experiment, it provides strong evidence regarding the causal nature of the relationship between publicness and perceptions of performance. Implications for researchers aiming to understand these mechanisms and for public managers concerned about the image of their organization are discussed.     

Hungry for Information: Public Attitudes Toward Food Nanotechnology and Labeling

What people think about food nanotechnology (nanofood) is under‐explored in the United States, especially outside of quantitative surveys. As such, we set out to examine public attitudes toward food nanotechnology in conversational, focus group settings in order to identify policy options for nanofood governance, and in particular, options for labeling. Through analysis of focus groups in six U.S. locations, we found that the vast majority of the participants wanted nanotechnology labels for all types of food products, and most were willing to pay a premium for labeling. Participants cited abilities to choose and avoid potential risk as the main purposes of nanofood labels. However, they recognized that labels alone do not provide much meaning and that information concerning food nanotechnology products needs to be sought and supplied beyond the label to enable informed choices. Additionally, willingness‐to‐use and risk–benefit perceptions varied according to the position and intended functions of the nanomaterials in food products.