High Performance Expectations: Concept and Causes

Employees contribute more when they are aware of their leaders’ high performance expectations (HPE), but how can leaders successfully convey HPE? Here it is argued that both transformational and transactional leadership behaviors involve goal-setting, which can affect employee-perceived HPE. Using a leadership training field experiment with 3,730 employees nested in 471 organizations, the findings support that training in transformational, transactional and combination leadership training significantly increased employees’ HPE relative to a control group. Furthermore, transformational leadership and pecuniary rewards seem to be important mechanisms. This implies that public leaders can affect HPE through leadership and thus potentially organizational performance.     

Power struggles in policy feedback processes: incremental steps towards a circular economy within Dutch wastewater policy

Policy Sciences - Environmental problems are usually not tackled with path-departing policies but rather with incrementally adjusted or unchanged policies. One way to address incremental change is...     

Cultural Theory and Democratizing Functional Domains, the Case of Danish Housing

In the last decade experiments with decentralized democratic governance and citizen involvement have been launched throughout Europe in functional domains as varied as housing, environmental planning, primary schools and care for the elderly. This article analyses such democratization processes through the lense of cultural theory as formulated by Thompson, Ellis and Wildavsky (1990). It argues that cultural theory provides a framework for understanding why formal democratic rights and rules are not necessarily matched by democratic images among actors. It draws on empirical material from the Danish social housing sector, which is widely recognized for its decentralized governance system and extensive tenant involvement.     

Performance in Public Organizations: Clarifying the Conceptual Space

Performance in public organizations is a key concept that requires clarification. Based on a conceptual review of research published in 10 public administration journals, this article proposes six distinctions to describe the systematic differences in performance criteria: From which stakeholder's perspective is performance being assessed? Are the criteria formal or informal? Are the criteria subjective? Which process focus and product focus do they have, if any? What is the unit of analysis? Based on these distinctions, the performance criteria of existing studies used in an empirical review of management and performance are classified. The results illustrate how a systematization of the conceptual space of performance in public organizations can help researchers select what to study and what to leave out with greater accuracy while also bringing greater clarity to public debates about performance.     

How Pro‐social Motivation Affects Job Satisfaction: An International Analysis of Countries with Different Welfare State Regimes

Employees' pro‐social motivation has been shown to be positively related to job satisfaction, especially when the perceived usefulness of the job to society and other people is high. There is, however, a lack of analyses which include both public and private employees, and it has not yet been studied whether the relationships are robust across welfare state regimes. This study therefore examines the moderated relationship between pro‐social motivation and job satisfaction. Using data from the cross‐national 2005 ISSP survey (14 countries, N = 10,630), it confirms that the relationship between pro‐social motivation and job satisfaction is moderated by perceived usefulness of the job for society and other people. Usefulness again depends on the individual's employment sector (public versus private), and this public–private difference in perceived usefulness also varies between different welfare state regimes. This indicates that sector differences in how pro‐social motivation affects job satisfaction depends on the broader institutional context, and the article therefore contributes with important knowledge for the recruitment and retention of motivated and satisfied employees in a period of changing public–private responsibilities in the provision of welfare services.     

Reactions to Crime as a Hierarchy Regulating Strategy: The Moderating Role of Social Dominance Orientation

Across two studies, we demonstrated that support for group-based hierarchies differentially affects evaluation of ingroup and outgroup criminal offenders and that this effect generalizes to overall evaluations of their respective groups. Drawing on social dominance theory, our results show that differential judgments of national ingroup and immigrant outgroup offenders reflect hierarchy regulating strategies. Study 1 (N = 94) revealed that egalitarians (low on SDO) were more lenient toward outgroup offenders and their ethnic group (Arab immigrants) when compared to ingroup offenders and their national group (Swiss citizens). The opposite was true for social dominators (high on SDO). Study 2 (N = 88) replicated the results of Study 1 and further demonstrated that the socio-economic status of the perpetrator did not affect perpetrator group evaluations suggesting that the arbitrary sets of ethnicity or nationality, not education level and employment status, were the important cues for hierarchy-regulating judgments of criminal offenders.     

Costs, Output, and Institutional Differentiation in Danish Childcare Policy

Investigating differences in costs due to institutional differentiation is of central importance, since most public sectors struggle with limited resources combined with high demands. Similar public services produced in different institutional set-ups constitute excellent units of observation, since the production costs can be directly compared. An example of such services is found in Denmark, where the municipalities provide two types of public childcare arrangements. All Danish municipalities, to varying degrees, offer the cheaper type, namely day-care homes. It is, however, remarkable that day-care centers and day care in private homes coexist in the same municipality with a cost difference of about 40 percent. Using the framework of rational institutionalism, this article claims that the institutional set-ups in the two kinds of childcare result in different employee strategies, which, together with varying sector strength, lead to widely different costs. The case is established by an analysis of interviews with employees, politicians and users of childcare services, combined with statistical evidence from the Danish municipalities.     

When the Data Source Writes the Conclusion: Evaluating Agricultural Policies

Statistics describe realities, but they also shape them, since they are used to design or support policies. As such accurate statistics are important. Using the agricultural sector in Rwanda as a case study, we demonstrate that dubious statistics can spread quickly. According to data from the Food and Agricultural Organization (FAO), yields have increased by 60 per cent since the implementation of large scale agricultural reforms, while other datasets point towards more modest gains. Yet, estimates in line with those of the FAO dominate the official discourse. We suggest that the discrepancies between datasets may be explained by the difficulties of collecting accurate agricultural statistics combined with an incentive to overestimate yields to show that the reforms have worked.