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Sanjay K. Pandey 《Public administration review》2010,70(4):564-571
Cutback management in the public sector poses unique problems. More than 30 years ago, Charles Levine illustrated these problems by discussing the paradoxes of cutback management in public organizations. Building on Levine's work on cutback management and developments in publicness theory, the author provides a contemporary perspective on cutback management. He asserts that publicness creates paradoxical tensions in different domains such as organizational goals, employee motivation, and organizational performance. These tensions need to be embraced in both theoretical discussions of and practical engagement with cutback management. Instead of a short‐term, reductionist approach to cutback management, a holistic and long‐term perspective is necessary. 相似文献
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The Role of Organizations in Fostering Public Service Motivation 总被引:2,自引:0,他引:2
In seeking to explain the antecedents of public service motivation, James Perry focuses on the formative role of sociohistorical context. This study tests Perry's theory and examines the role that organizational factors play in shaping public service motivation, based on responses from a national survey of state government health and human service managers. The findings support the role of sociohistorical context, showing that public service motivation is strongly and positively related to level of education and membership in professional organizations. The results also underscore the significant influence of organizational institutions, indicating that red tape and length of organizational membership are negatively related to public service motivation, whereas hierarchical authority and reform efforts have a positive relationship. Therefore, public organizations have both an opportunity and a responsibility to create an environment that allows employees to feel they are contributing to the public good. 相似文献
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