Addressing the next wave of Internet regulation: Toward a workable principle for nondiscrimination

The ultimate formulation of the Federal Communications Commission's “nondiscrimination on the Internet” principle could have a significant impact on economic welfare and on innovation. In this article, we explain the economics of discrimination as it applies to the Internet, and we offer a new approach for identifying anticompetitive discrimination. Our proposal would require a complaining content provider to prove (i) the broadband service provider has discriminated in favor of some affiliated content provider that is “similarly situated” to the independent content provider; (ii) such disparate treatment is based on affiliation and not on some other consideration; (iii) the independent content provider has been unreasonably restrained in its ability to compete; and (iv) the harm it suffers as a result of the discrimination would likely redound to the harm of broadband users.     

Public Managers' Perceptions of Organizational Goal Ambiguity: Analyzing Alternative Models

Much organizational theory, research, and practice emphasizes the value of organizational members having clear perceptions of the organization's goals. For years, authors have asserted that public organizations have particularly vague goals, goals more vague than those of business firms. Yet, researchers have not devoted a lot of attention to ways of measuring perceptions about organizational goal clarity in public organizations and analyzing these perceptions. Many authors claim that the external political context increases goal ambiguity in public organizations. Some survey evidence, however, suggests that other factors, such as individual dispositions and attitudes, and internal organizational structures and processes, have greater effects. We analyze three alternative models of goal ambiguity—a political model, an organizational model, and an individual model—using data collected in Phase II of the National Administrative Studies Project (NASP-II), and then a composite model. Although political context acts as a significant determinant of goal ambiguity, both organizational and individual models have better explanatory power. Implications of these findings for theory and managerial practice are discussed.     

Leadership and Public Service Motivation in U.S. Federal Agencies

ABSTRACT

This analysis of over 6,900 federal employees’ responses to the Merit Principles Survey 2000 examines the influences of leadership and motivational variables, and especially public service motivation, on the “outcome” variables job satisfaction, perceived performance, quality of work, and turnover intentions. CFA confirms a factor structure for transformation-oriented leadership (TOL), public service-oriented motivation (PSOM), transaction-oriented leadership (TSOL), and extrinsically oriented motivation (EOM). Multivariate regression analysis shows that TOL and PSOM, as well as interaction effects of TOL-TSOL and TOL-PSOM, have strong relations to the outcome variables. SEM analysis examines direct and indirect effects of the main variables. Overall, the results indicate that TOL and PSOM have more positive relations to the outcome variables than do TSOL and EOM. The combination of high TOL and high PSOM has the strongest positive, and hence desirable, relation with organizational outcomes. Among this very large sample of federal employees, those who perceived their leader as displaying TOL (i.e., leadership that is encouraging, supportive, informative, and that emphasizes high standards) also expressed higher levels of PSOM and higher levels of job satisfaction, perceived performance and work quality, and lower turnover intentions. The SEM analysis further indicates that TOL has these effects by way of empowerment, goal clarification, and PSOM, and is distinct from TSOL (transaction-oriented) leadership, which shows no such relationships.     

The Effectiveness of Negotiation Training

In the last twenty-five years negotiation has become widely recognized both as a topic of serious research and as an essential, frequently used set of skills. Organizations currently spend tens of billions of dollars annually on training, and mounting evidence suggests that training in interpersonal and problem-solving domains typically has a significantly positive effect. But little systematic research has been conducted concerning the actual effectiveness of negotiation training. This article reviews the available evidence regarding the effectiveness of negotiation training using four levels of outcome measurement. While far less prevalent than one would wish, existing evidence suggests that negotiation training can have positive effects. In this article, I review the specific effects of different teaching methods, and recommend additional research.     

International Comparison of Public and Private Employees’ Work Motives,Attitudes, and Perceived Rewards

This article presents a conceptual perspective on the distinctive characteristics of public organizations and their personnel. This perspective leads to hypotheses that public organizations deliver distinctive goods and services that influence the motives and rewards for their employees. These hypotheses are tested with evidence from the International Social Survey Programme in order to compare public and private employees in 30 nations. Public employees in 28 of the 30 nations expressed higher levels of public‐service‐oriented motives. In all of the countries, public employees were more likely to say they receive rewards in the form of perceived social impact. In most of the countries, public employees placed less importance on high income as a reward and expressed higher levels of organizational commitment.

Practitioner Points

• The findings presented here add to previous evidence that public employees seek and attain more altruistic and public‐service‐oriented rewards than private sector employees. In particular, we add evidence that these differences hold in many different nations and cultural contexts.
• Compensation and incentive system reforms in many governments have often concentrated on financial incentives and streamlining procedures for discipline and removal. Such matters are important but should not drive out concerns with showing public employees the impact of their work on the well‐being of others and on the community and society. Leaders and managers should invest in incentive systems that emphasize such motives and rewards.
• Leaders and managers should invest in the use of altruistic and socially beneficial motives and rewards in recruiting systems.

     

Jurisdiction and Scale: Rent Arrears,Social Housing,and Human Rights

This article draws on the recent work of Mariana Valverde on jurisdiction and scale to frame a study of the interaction between mandatory possession proceedings brought by one particular type of social housing provider – housing associations – and national as well as human rights law. It was the explicit political choice to focus social housing provision on housing associations, as opposed to local authorities, which opened up the mandatory possession jurisdiction. The essence of the argument is that, despite the apparent incommensurability of these different scales and jurisdictions, they are able to accommodate each other quite happily. Two sets of texts are used to develop this argument. First, consideration is given to the legal technicality through which mandatory possession proceedings might be challenged. Second, we draw on data from a study of housing associations practices and policies on the use of one particular mandatory ground of possession for rent arrears, demonstrating the way in which scale and jurisdiction, political rationality and technologies intertwine.     

Comments on John Uhr, 'Testing the Policy Capacities of Budgetary Agencies: Lessons from Finance'

These comments derive from a seminar specifically on evaluation policy review organised by the Public Policy Program, Research School of Social Sciences, ANU, in May 1996. Both John Uhr and Hal Colebatch presented their views on the evaluation process and it was felt appropriate to include Hal Colebatch's comments here. John Uhr declined the offer to reply, indicating he would allow the original article to stand on its merits.