Why the U.S. Military Budget is ‘Foolish and Sustainable’

What defense budget the United States should have and what defense budget it can afford are separate questions. The debate raging in Washington about Pentagon spending ignores the distinction. Doves insist that we need a more modest military strategy because the current one is wasteful and economically unsustainable. Hawks say that the current approach is sensible and affordable. This article takes a third path, arguing that U.S. military policy is likely to remain extravagant because it is sustainable. We adopted our current strategy—which amounts to trying to run the world with the American military—because we could, not because it was wisest. Wealth and safety make the consequences of bad defense policy abstract for most U.S. taxpayers. So we buy defense like rich people shop, ignoring the balance of costs and benefits. We conflate ideological ambition with what is required for our safety. Unfortunately, the current political demand for austerity and fewer wars will only temporarily restrain our military spending and the ambitions it underwrites.     

Target Hardening and Terrorist Signaling: The Case of Aviation Security

In this article, we examine the relationship between hardening a target and the value that a terrorist group derives from attacking it. We use a simple expected value framework to compare how the expected value of attacking a hardened target varies between a violence-based approach, where terrorists are presumed to be maximizing the physical damage done to the target, and a signaling-based approach, where terrorists are presumed to be maximizing the symbolic value of their attack. We argue that, if it is proper to understand terrorist attacks as costly signals of terrorist strength or determination, hardening a target actually increases the expected value of attacking a target (relative to its value before hardening), even if the attack fails. We go on to examine the evolution of aviation security, and trace how al-Qaeda's views of airplanes and airports as targets have changed since 9/11. As aviation targets were hardened with increasingly onerous security measures, al-Qaeda began to see even attacks that did not result in detonation as successes, in large part because of what they signaled about al-Qaeda's abilities, and the ability of al-Qaeda to impose costs on the U.S. and other countries even in the absence of explosions.     

The bounds of smart decline: a foundational theory for planning shrinking cities

Economic decline has led to a new wave of population decline throughout the US, meaning more and more cities are shrinking. Growing interest in using smart decline principles to respond to shrinkage has been met with controversy in cities such as Detroit and Cleveland. This paper advances a foundational theory of smart decline that takes as its starting point discussions of ethics, equity, and social justice in the planning and political theory literature, but is well grounded in observations of successful smart decline practice.     

The effects of job-related stress and job satisfaction on probation officers’ inclinations to quit

Current research indicates that job-related stress and job dissatisfaction are serious employment concerns among probation officers. In other employment domains, job stress and job satisfaction are commonly associated with employee turnover. Moreover, job turnover among probation officers is a serious but understudied problem. Survey data from a random sample of Florida correctional probation officers indicate moderately elevated levels of job-related stress and job dissatisfaction. Job satisfaction was significantly and inversely related to probation officers’ inclinations to quit, while job-related stress was indirectly related to such inclinations. The policy implications of these findings are discussed.     

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.