Thomas J. Bonfield 《Public administration review》2009,69(2):194-197

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Teva J. Scheer 《Public administration review》2008,68(2):404-406

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How Naked Is the Public Square? Religion,Public Service,and Implications for Public Administration     

David J. Houston  Patricia K. Freeman  David L. Feldman 《Public administration review》2008,68(3):428-444

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Ferguson CJ  Miller-Stratton H  Heinrich E  Fritz S  Smith S 《International journal of law and psychiatry》2008,31(1):41-50

Previous research has indicated that potential jurors are likely to use personal biases, such as those based on gender and ethnicity, in their judgments of culpability of criminal defendants in addition to, or instead of, the facts of the crime. The present paper seeks to extend this literature to the crime of filicide; to examine whether male defendants are judged more harshly than female defendants, as is the case for domestic violence and sexual abuse. 214 participants were provided with a scenario of filicide in which the gender of the perpetrator, the gender of the child, and the family's social class were randomly assigned. Participants were asked to rate the culpability of the defendant in the case. Results indicated that, unlike for other violent crimes, participants did not use gender or social class biases in their judgments of criminal culpability.  相似文献   

    

BRIAN J. FOGARTY 《Legislative Studies Quarterly》2008,33(3):445-469

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  总被引：1，自引：1，他引：0  

Norma M. Riccucci  Frank J. Thompson 《Public administration review》2008,68(5):877-890

This article examines the George W. Bush administration's efforts to apply New Public Management reforms to the Department of Homeland Security. The primary focus is the administration's attempt to implement the law. The managerial strategy that Department of Homeland Security and Office of Personnel Management executives used to carry out the law in the massive new department receives attention, with a special focus on the approach used in dealing with the federal courts. The article suggests five general lessons concerning civil service deregulation at the federal level. The case reaffirms the notion that successful administrative reform requires a keen appreciation for the politics that shape it.  相似文献   

    

Lloyd G. Nigro  J. Edward Kellough 《Public administration review》2008,68(Z1):S50-S57

Trends in states’ civil service reforms since the Winter Commission’s report was published in 1993 are described and evaluated in the context of its recommendations. The authors argue that the commission’s reform agenda relies on a public service bargain that requires public employees, elected officials, and other stakeholders to respect, trust, and support each other’s efforts to serve the public interest. Its recommendations for modernizing state and local personnel systems are discussed and related to the “reinvention” and New Public Management initiatives of the past 20 years. Many of these ideas have been adopted by state governments, but there is no single reform model that has been followed across the states. Some states, such as Georgia and Florida, have engaged in radical reforms that include replacing traditional merit systems with at‐will employment models. The general pattern involves decentralization, deregulation, and limitation of employee protections. While many of the management‐oriented changes advocated by the Winter Commission are staples of states’ civil service reforms, its emphasis on a “trust and lead” strategy based on public service values, partnership, and leadership in the public interest has not received much attention. In general, objective evaluations of states’ reforms are needed to determine whether their purposes are being achieved.  相似文献   

    

Margaret R. Ferguson  Cynthia J. Bowling 《Public administration review》2008,68(Z1):S20-S28

One of the key recommendations of the Winter Commission was the empowerment of governors over the executive branch. However, key institutions have not evolved in this direction; the long ballot still exists in most states, and the formal powers of governors have strengthened to their probable capacity. The authors suggest that a quasi‐formal power—the gubernatorial use of executive orders—may be a significant tool for empowering the governor in the state administrative realm. Analyzing all executive orders in 49 states for 2004 and 2005, they find variation in the aggregate use of and functions performed through these orders. Many executive orders do allow the government more direction and control of state bureaucracy. Finally, the authors suggest that the study of executive orders may be necessary to understand gubernatorial power in the executive arena and beyond.  相似文献   

    

Kate Tulenko  Andrew J. Carle  Linda Barrett 《Politics & Policy》2008,36(6):1158-1158

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Douglas J. Klapec  B.S. 《Journal of forensic sciences》2007,52(1):242-243

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