Defining the Boundaries of Public Administration: Undisciplined Mongrels versus Disciplined Purists

"Undisciplined mongrels" are faculty from public administration programs who publish in a wide variety of journals. We expected that undisciplined mongrels would have more successful publishing records than their counterparts—"disciplined purists" who publish exclusively in public administration journals. This expectation is supported through an analysis of journal publications by a panel of 91 junior faculty members. We also expected that the methods that are currently used to rank public administration programs would discard a massive body of publication activity by public administration faculty. This expectation is also soundly supported. Findings indicate that from 1990 through 1997, a scant 18 percent of the articles published by the faculty panel were published in the highly selective set of 11 journals that are currently used to rank public administration programs.     

Goats or wolves? Private sector managers in the public sector

Public administration reforms have propagated the use of private sector management skills in the public sector, and an increased openness to managers with a private sector background. This has created a debate between those who think private sector experience improves public institutions by bringing core managerial values such as results orientation, efficiency, or openness to innovation, and those who argue that private sector experience can damage core public sector values, such as impartiality and equity. Despite the abundant anecdotal evidence, broad empirical evidence on the effects of private sector experience on public managers' values remains limited. Using data from a survey among central government top managers in 18 European countries, we show that public managers with private sector experience have, as expected, more core managerial values. Yet, unlike the conventional view, core public values do not suffer.     

The Public Cost of Unilateral Action

Scholarship on democratic responsiveness focuses on whether political outcomes reflect public opinion but overlooks attitudes toward how power is used to achieve those policies. We argue that public attitudes toward unilateral action lead to negative evaluations of presidents who exercise unilateral powers and policies achieved through their use. Evidence from two studies supports our argument. In three nationally representative survey experiments conducted across a range of policy domains, we find that the public reacts negatively when policies are achieved through unilateral powers instead of through legislation passed by Congress. We further show these costs are greatest among respondents who support the president's policy goals. In an observational study, we show that attitudes toward unilateral action in the abstract affect how respondents evaluate policies achieved through unilateral action by presidents from Lincoln to Obama. Our results suggest that public opinion may constrain presidents' use of unilateral powers.     

Higher Education and Democratic Public Life

ABSTRACT

It is time to reclaim the egalitarian democratic purposes of public universities. Public universities and colleges play a crucial political and public role in a democratic society. Yet much of the higher education literature looks at higher education through an economic framework. This paper argues that a healthy and broadly accessible higher education system serves the democratic public interest in a democratic polity such as the United States. It concludes by arguing that public universities could serve the public interest more effectively with an expansive view of who the “public” is and of their role as anchor institutions for democracy.     

Victimization,rent-seeking and just compensation

When should government compensate citizens for harm inflicted by public policy? In practice, all public policy is harmful to somebody, even when it is beneficial to society as a whole. The common view in the legal profession is that a fuzzy but serviceable line can be drawn between “taking” which should be compensated and the proper exercise of the “policy power” where no compensation is warranted. Recently this view has been challenged by some authors who argue that harm to victims of socially-advantageous public policy should never be compensated, and by others who argue that compensation is almost always warranted. The latter would go so far as to proscribe all redistribution of income as a “taking” from the well-to-do. This paper is a defense of the common view against both challenges. The key to the problem is the distinction between unalterable risk and the risk of victimization of citizens by the government, giving rise to rent-seeking and a general disorganization of society.     

Vouchers and voting: An initial estimate based on the median voter model

One of the major concerns associated with school voucher proposals is that they will only benefit those who leave public schools in favor of private schools. The children left behind in public schools are expected to necessarily be made worse off by such policies. This paper provides evidence suggesting that children left behind in public schools will also benefit. The available evidence suggests that, after a voucher plan, voter support for public schools will rise enough to increase the human capital of public school students, despite the presence of negative peer group effects.     

Budgetary Devices for Curbing Spending Prone Ministers and Bureaucrats

In this paper I study asimple game of the budgetary process. Thegame has three players. A spending proneminister, who proposes a budget, a primeminister, who accepts or vetoes, and abureaucrat who provides non-verifiableinformation about policy. The bureaucratis appointed by the spending minister. Ishow that in this setting public spendingis excessive. This result stems from theproposal power of the minister, and hisincentive to appoint a spending pronebureaucrat. Next, I examine two devices forcontrolling public spending: binding budgettargets imposed by the prime minister, anddelegating veto power to a spending aversefinance minister. It is shown that thelatter device is more effective than theformer device to curb a spending proneminister, because it not only reduces theproposal power of the spending minister,but also induces him to appoint lessspending prone bureaucrats.     

More Similarities or More Differences? Comparing Public and Nonprofit Managers’ Job Motivations

Existing research on career motivations tends to focus either on the difference between private and public organizations or on the difference between nonprofit and for‐profit firms. Although commonalities exist, the literature suggests that there also are many differences in what motivates public and nonprofit employees. Employing data from the National Administrative Studies Project III, this research examines how seven motivational aspects correlate with the choice between public and nonprofit employment. The authors find that managers who value advancement opportunities, a pension and retirement plan, and the ability to serve the public in their jobs are more likely to accept a job in the public sector, whereas managers who value family‐friendly policies and increased responsibility are more likely to accept a position in the nonprofit sector. Participation in volunteering is positively associated with nonprofit employment. The authors suggest a possible link between volunteering and the unique nonprofit motivation that is differentiated from public service motivation.     

The relationship management function of public affairs officers in Chile: Identifying opportunities and challenges in an emergent market

Research on the public affairs profession in both South and Latin America is one of the leading limitations today in international public relations research. This study helps to lessen such a gap by offering more realistic insight into the ideologies and pressures that govern public affairs practice in Chile. In‐depth interviews were conducted with 15 experts who are current senior‐level public affairs practitioners in the Chilean capital of Santiago. Results offer three key insights: First, the core function of public affairs in Chile surrounds behaviors of lobbying and governmental relations. Second, leveraging cohesion between organizational private interest and the public interest is a key to leveraging pressure on elected officials and governmental agencies. Lastly, there is significant concern regarding public trust in the lack of transparency in the Chilean public affairs field, facilitated by insufficient governmental regulation. Such research offers practical and grounded insights for public affairs and public relations scholarship.     

Behavioral Public Administration: Combining Insights from Public Administration and Psychology

Behavioral public administration is the analysis of public administration from the micro‐level perspective of individual behavior and attitudes by drawing on insights from psychology on the behavior of individuals and groups. The authors discuss how scholars in public administration currently draw on theories and methods from psychology and related fields and point to research in public administration that could benefit from further integration. An analysis of public administration topics through a psychological lens can be useful to confirm, add nuance to, or extend classical public administration theories. As such, behavioral public administration complements traditional public administration. Furthermore, it could be a two‐way street for psychologists who want to test the external validity of their theories in a political‐administrative setting. Finally, four principles are proposed to narrow the gap between public administration and psychology.     

Beliefs and errors in voting choices: A restatement of the theory of fiscal illusion

This paper reformulates the theory of fiscal illusion to make it more compatible with the median-voter model of collective choice. It emphasizes the requirement that misperceptions about marginal tax-costs and benefits must be permanent to have any significant effect on the level of public expenditures. The Lancaster-Becker model of consumer demand is then used to demonstrate the peculiar effects of permanent misperceptions on consumer demand. It can be shown, for example, that other things being the same, a Republican who underestimates continuously the marginal benefits of public activities may demand more public goods than a Democrat who overestimates those same benefits in a permanent fashion.     

THE MANAGEMENT OF PUBLIC PROVISION

Abstract: This work addresses the special character of public management by positing some important distinctions under-represented in current academic literature. In exploring the primary distinction between public administration and public management, the analysis proceeds from a treatment of public management as control of a production process uniquely configured as a combination of policy brokerage and resource management, to a demonstration of the economic agency (value addition) of public managers. The paper also presents a contextual analysis of the scope and scale of the public sector as this pertains to a model of "public provision", and introduces some new ideas regarding the temporal characteristics of public management as it responds to a discrete set of three cycles: the budget cycle, the product cycle and the policy cycle.
This work aims to provide tools for analysis which both distinguish public administration from public management and distinguish the economic agency of private managers from that of public managers. The general argument is that the "public provision process", while similar to a conventional production process, contains unique and important responsibilities which need to be understood and defended. By the same token, public managers ought to be empowered by a knowledge and identity which express their importance as economic agents who contribute both to the commonweal and to the wealth of the nation.     

Preferences,Knowledge, and Citizen Probability Assessments of the Terrorism Risk of Nuclear Power

How does the American public assess risk when it comes to national security issues? This paper addresses this question by analyzing variation in citizen probability assessments of the terrorism risk of nuclear power plants. Drawing on the literature on how motivated reasoning, selective information processing, and domain‐specific knowledge influence public opinion, we argue that heterogeneous issue preferences and knowledge of nuclear energy and homeland security have important explanatory power. Using original data from a unique 2009 national survey in the United States, we show that Americans are divided in their probability assessments of the terrorism risk of nuclear power plants. Consistent with our theoretical expectations, individuals who support using nuclear power to meet rising energy demands, who are generally less concerned with terrorism, or who are more knowledgeable about terrorism and nuclear security tend to provide lower assessments of the likelihood that nuclear power plants increase terrorist attacks, and vice versa. The findings have implications for the literature on public opinion, risk assessment, energy policy and planning, and homeland security.     

Regulating Public Services: How Public Managers Respond to External Performance Assessment

Performance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded.     

The Curse of Sisyphus: Public Sector Audit Independence in an Age of Economic Rationalism

Consistent with the economic rationalist philosophy which now pervades the decisions and policies of all Australian governments, the persuasive aura of competitive markets has been used to justify the provision by the private sector of an increasing range of public services. Governments who have been consistently antagonised by the findings of the auditor-general are now attempting to use the arguments for competition in the public sector to diminish the stature and role of the auditor-general. In place of audit models which are based upon an auditor who is able to conduct audits on behalf of parliament, the auditor-general is to be increasingly isolated from the means to audit. This represents the onset of a radical interpretation of public sector audit which will usher in the last days of an independent public sector audit function.     

Personal values and value congruence of public administration graduate students: An exploratory study in China

Explorations on the value profiles of current and prospective public organisation employees in China are scarce. The current study investigates this critical issue. Data were collected via a questionnaire from graduate students enrolled in a school of public administration in China. The sample consisted of both full‐time students who were prepared to pursue their careers in public organisations upon graduation, and part‐time students who were mostly public organisation employees. Multivariate analyses of covariance (MANCOVAs) and analyses of covariance (ANCOVAs) were used for data analysis. The results show that there are consistent value preferences among all students, and some noteworthy patterns in the relationship between value profiles and demographic and work‐related features. The results also shed light on whether a unique value set could differentiate various types of organisations, and demonstrate that employees in the core public service perceive higher level of value congruence than those in parapublic sectors. These findings provide implications and insights for the management practices in public organisations.     

Performance and Management in the Public Sector: Testing a Model of Relative Risk Aversion

Research has demonstrated that management influences the performance of public organizations, but almost no research has explored how the success or failure of a public organization influences the decisions of those who manage it. Arguing that many decisions by public managers are analogous to risky choice, the authors use a well‐validated model of relative risk aversion to understand how such choices are influenced by managers’ perceptions of organizational performance. They theorize that managers will be less likely to encourage innovation or give discretion to employees when they are just reaching their goals relative to other performance conditions. Analyses of responses to the 2011 and 2013 Federal Employee Viewpoint Surveys provide considerable support for these assertions. The findings have significant implications for our understanding of the relationship between management and performance in public organizations.     

Choosing a media outlet when seeking public approval

This paper considers the media outlet choice of a politician who seeks public approval for a political agenda in a broadcast interview. The available media outlets differ in their “toughness” towards the politician. An interview with a tougher media outlet is more informative, but is also more likely to yield a negative outcome. The choice of the media outlet determines the accuracy of the information that flows to the public and the volume of citizens who consume that information. The analysis shows that (1) politicians who enjoy sufficient popularity are likely to avoid tough media outlets, (2) when seeking approval for controversial agendas, politicians are more likely to appear in tougher outlets.     

Cultivating Public Service Motivation through AmeriCorps Service: A Longitudinal Study

The public service motivation literature has helped scholars and practitioners better understand who is attracted to public service and why. However, little is understood about how public service motivation in individuals may be cultivated or how it changes over time. This article uses panel data collected by the Corporation for National and Community Service to track the longitudinal effects of participation in the AmeriCorps national service program on participants’ public service motivation. Findings reveal that participation in AmeriCorps programs had positive effects on participants’ levels of commitment to the public interest and civic awareness immediately after the program; many of these program effects were sustained seven years later. However, when observed in isolation, the comparison group showed significant declines in levels of commitment to public interest and civic awareness over an eight‐year period, suggesting that public service motivation may initially decline upon entry into a public service career.     

Elections and the strategic use of budget deficits

We present a model in which a conservative incumbent with preferences for low public spending can strategically run a budget deficit to prevent the left-wing opposition candidate from choosing high public spending if elected, and possibly also to ensure his own reelection. We find that the incumbent never manipulates the opposition candidate??s public spending if he can ensure his own reelection; and that a conservative incumbent who runs a budget deficit to ensure his reelection may somewhat paradoxically choose high public spending before the election.