Does Family‐Friendly Policy Matter? Testing Its Impact on Turnover and Performance

This study investigates the relative effects of four types of family‐friendly policies—child care subsidies, paid leave for family care, telework, and alternative work schedules—on turnover rates and effectiveness in federal agencies. Contemporary social exchange theory predicts that an agency’s average level of satisfaction with a specific family‐friendly policy is negatively associated with turnover in the agency but positively associated with overall performance. This analysis differs from common expectations. Only child care subsidies show a positive, significant influence on reducing turnover. Child care subsidies and alternative work schedules reflect positive and significant influences on agency effectiveness. Ironically, an agency’s average satisfaction with telework arrangements proves to be a significant but negative effect on performance.     

Why Do Autonomous Public Agencies Use Performance Management Techniques? Revisiting the Role of Basic Organizational Characteristics

This study investigates to what extent the use of different performance management techniques within (semi-) autonomous public sector organizations, also called public agencies, can be explained by the defining organizational features of such organizations. Using multi-country survey data of over 400 public agencies, the effect of these features—internal performance target setting and monitoring, multi-year planning, as well as the internal performance-based allocation of resources—upon three performance management techniques has been studied. This set-up recognizes differences among management techniques, as well as recurring factors, allowing us to make more general statements. Analyses illustrate that external result control by the minister and parent ministry positively affects the use of all performance management techniques examined in public agencies. However, each performance management technique is affected differently by specific organizational variables.     

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.     

Will We All Hunker Down? The Impact of Immigration and Diversity on Local Communities in Spain

This article engages with the scholarly debate on the supposed negative effect of immigration and diversity, and analyses its effect on two different forms of trust – community trust and generalized trust – in Spain. Our contribution is twofold. First, with census section level data of representative samples of all the Spanish municipalities, we test the propositions that relate greater ethnic diversity to social trust. Second, we address the limitations intrinsic to the crude measurement of diversity of the Herfindahl index with a systematic consideration of multiple alternative indicators of immigration-related diversity. We find evidence of a negative effect of diversity on community trust but none on generalized trust. Hence, our findings lend some support to the recent scholarship that questions that increasing diversity has a “hunkering down” effect.     

How Should We Estimate the Performance Effect of Management? Comparing Impacts of Public Managers’ and Frontline Employees’ Perceptions of Management

Many areas of public management research are dominated by a top-focused perspective in which emphasis is placed on the notion that managers themselves are usually the best sources of information about managerial behavior. Outside of the leadership literature, managers are also the typical survey respondents in public management studies. An alternative perspective on management can be provided by subordinates’ perceptions of what management is doing. Surveys of subordinates and of managers each pose potential advantages and potential disadvantages when it comes to measuring management, and each approach is likely to prove more fruitful for measuring certain management functions. Using a unique data set of parallel surveys on management with managers and their subordinates as respondents, we examine the differences and relationships between Danish school managers’ and teachers’ perceptions of management functions and the implications of such relationships for organizational performance. We find a surprisingly low correlation between manager and teacher responses regarding the same management functions. Teacher responses are better predictors of student performance for management aspects that are visible to and mediated by teachers. However, manager responses better predict performance for manager expectations that are less visible to employees.     

Police Performance As Symbolic Politics? Public Recognition and the Value of Awards

Abstract

What constitutes “good” performance in a law enforcement agency, who decides, and how does public recognition of that performance change how an agency performs? This study uses a quasi-experimental design and propensity-score matching model to assess the impact of a law enforcement agency’s status as a finalist for the annual Cisco/International Chiefs of Police Association (IACP) Community Policing Award on performance in future years, as measured by crime clearance rates. It is found that after comparing the treated group (finalist agencies) with the untreated group (non-finalist nearest-neighbor agencies), there is no meaningful difference in crime clearance rates. This unexpected finding establishes that the public recognition of finalist status by the Department of Justice, which promotes finalist agencies as exemplars of best practices in community policing, does not impact the subsequent performance of those agencies. Additionally, the results of the model suggest that the impact of symbolic politics and social construction on the award finalist selection process and the choice by DOJ to promote the practices of those agencies should be explored. Questions are also raised as to the utility of crime clearance rates as a performance measure, and future avenues for research in each area are proposed.     

Performance of Public–Private Partnerships and the Influence of Contractual Arrangements

This article seeks to answer two research questions: does public-private partnerships (ppp) live up to its promises to government? How do contractual arrangements affect ppp performance? We propose a conceptual framework to evaluate ppp performance by comparing actual project outcomes to government goals in initiating the partnerships, and to explore how a set of contractual arrangements affect the ppp performance on each identified goal. The framework is applied to a comparative case analysis of highway ppp experiences in the commonwealth of virginia (us) since the 1990s. The results show that these ppp cases were successful in accessing innovative finance, but their performance was mixed on reducing construction risk and transferring revenue risk. Generally improved over time with later projects, the ppp performance was affected not only by interaction among contractual arrangements –private partner selection, financial arrangements, role division, risk allocation, and project characteristics – but also by authorizing and supportive legislation in the policy domain.     

Can Managerial Turnover Be a Good Thing? The Impact of City Manager Change on Local Fiscal Outcomes

A long line of private sector research outlines the positive and negative impacts of employee and managerial turnover on organizations. However, public administration scholars often treat turnover as a phenomenon to be avoided and focus more on the antecedents of managerial turnover than on its consequences for public organizations. Within the context of local government, the impact of city manager turnover on organizational outcomes is unclear. This article identifies how city manager turnover influenced local fiscal outcomes during the Great Recession. Analysis of 165 council‐manager municipalities in California, more than one‐third of which experienced turnover during the height of the recession, allows for empirical examination of the impact of turnover during the test period of 2008–11 on local fiscal outcomes in 2011 and 2012, specifically the degree and incidence of budget deficit spending. The results demonstrate that managerial turnover may lead to better fiscal outcomes, conditional on how long the new manager has held the position. This suggests that while cities that hired new managers during the recession did better than those that did not, the earlier in the recession a manager was hired, the better.     

The Right Mix? Gender Diversity in Top Management Teams and Financial Performance

Recent research has illustrated that demographic diversity influences the outcomes of public sector organizations. Most studies have focused on workforce diversity; by comparison, little is known about how managerial diversity affects organizational outcomes. This article focuses on gender diversity in the top management teams of public organizations and its relationship to financial performance. Theory suggests that management diversity can be a positive asset for organizations, allowing for the use of more diverse knowledge and human skill sets. Results of this study, however, suggest that organizations may only be able to leverage these advantages if they have a supporting management structure. In a longitudinal study of top management teams in Danish municipalities, the authors find that gender diversity in top management teams is associated with higher financial performance, but only in municipalities with a management structure that supports cross‐functional team work. These results are interpreted in light of existing theory, and implications are suggested.     

The Rise and Fall and Rise Again of Public Broadcasting? The Case of the Australian Broadcasting Corporation

The purported capacity of the digital age to solve the problem of market failure in the broadcasting sector was widely expected to further compromise the already fragile status of public service broadcasting in advanced democracies. The proliferation of niche media content made possible by convergence led to speculation that publicly funded broadcasters would be rendered redundant. However while public service broadcasting in Australia and in comparable states remains under financial pressure, many signs point to a renewed government commitment to the sector. Using the Australian Broadcasting Corporation as our case study we argue that the digital era has contributed to the renaissance of the sector in unexpected ways.     

Does Sex Encourage Commitment? The Impact of Candidate Choices on the Time-to-Decision

The sex of a congressional candidate can influence voting choices, but does candidate sex also influence the timing of those choices? This paper examines that question in light of other information that voters weigh in making their decisions. Using a national survey from the 2006 election, and a unique dataset of political informants, we find that the sex of the candidate conveys ideological information that permits voters to make swifter judgments. Additionally, it reduces the probability of a delayed decision by supplying information helpful to the choice between candidates—even in the absence of ideology. In fact, the impact of candidate sex rivals other variables that are traditionally used to explain the time-to-decision. Consistent with the literature on sex stereotypes, we find a stronger influence for Democratic than Republican female candidates.     

Better Performance with Performance Budgeting? Analyzing Cases of Success and Failure in Public Administrations

ABSTRACT

The introduction of performance budgeting has substantially changed the working environment of public managers. Changes include a shift from input to outcome orientation as well as more freedom to manage. However, current public management theories are unable to explain why performance budgeting sometimes fails. This article proposes a causal model that integrates three contextual factors and two individual factors in order to explain the diverse results. The model is tested with cases generated from interviews with Swiss public managers. The compiled data suggests that the type of tasks in a department as an antecedent variable and the perceived freedom of public managers have a dominating influence on the perceived reform outcome. Other factors, such as the behavior of the legislature, the project management and the prior career of managers, tend to be less important. These results contribute to the scientific discourse about success factors for performance budgeting in public administrations.     

Motivated to Adapt? The Role of Public Service Motivation as Employees Face Organizational Change

Researchers concerned with organizational change have consistently emphasized the role that the work environment plays in employee acceptance of change. Underexamined in the public management literature, however, is the role that employee values, particularly public service motivation (PSM), may play in employee acceptance of change. Some scholars have noted a positive correlation between employee PSM and organizational change efforts; this article extends this work by attempting to isolate the mechanisms that explain this relationship. Using data from a survey of employees in a city undergoing a reorganization and reduction in workforce, the authors find that only employees who scored high on a single dimension of PSM—self‐sacrifice—were more likely than others to support organizational change. Rather than support changes for their potential to improve public service, this finding suggests that employees with higher PSM may simply be less likely to resist changes that might disadvantage them personally.     

How is the Use of Performance Information Related to Performance of Public Sector Professionals? Evidence from the Field of Academic Research

There is inconclusive evidence as to how performance management is actually related to performance, particularly in subfields of the public sector where professional work prevails. We propose that the association between the use of performance information and performance of public sector professionals varies with the targets of management control. We test our hypotheses in the field of academic research, a prime example of professionalism in the public sector. The overall results of an online survey with 1,976 observations suggest that performance management is positively related to publication performance when performance information is used for the control of input targets. In contrast, we find negative associations of performance information with performance when used to control output targets. Public managers in professional fields should consider these countervailing relationships when they compose and use control systems.     

The Leader–Follower Dyad: The Link Between Leader and Follower Perceptions of Transformational Leadership and Its Impact on Job Satisfaction and Organizational Performance

This study seeks to establish and test the relationships between both leaders’ and followers’ perceptions of leaders’ transformational leadership behavior and its relationship with job satisfaction and organizational performance. We aim to represent the managerial and psychosocial outcomes in the leader–follower dyad. The study also determines the relative contribution of the two constructs of the leader–follower dyad and their relationship with organizational performance. Since both leaders and followers estimated the leaders’ transformational leadership behavior, two models were tested: first, a leader-perception model examining the relationships among transformational leadership, job satisfaction, and organizational performance using data on transformational leadership from the leaders’ perspective; and second, a follower-perception model examining the relationships among the same three constructs using transformational leadership estimates from the followers. We then explore the corresponding parameters in the two models to determine if there are significant differences in the relationships among the constructs, thereby determining the impact of leader vs. follower perceptions. Structural equation modelling based on a sample of 372 leader–follower matched responses identified how transformational leadership has a significant, positive relationship with employee job satisfaction and organizational performance. Although the relationship between transformational leadership and organizational performance was similar in the two models, in the follower-perception model the effect was almost entirely mediated by employee job satisfaction, whereas there were both mediated and direct effect in the leader-perception model.