Contractual Conditions,Organizational Level,Dimension of Organization,and Work Conflict as Potential Predictors of Job Stress in Public Administration

Job stress is a pervasive problem for employers in the 21st century economy, making it a timely and important topic in organizational settings. The variables influencing job stress are numerous and consequently it may be analyzed from different perspectives, but the root is primarily physical and psychosocial. This study specifically explores three physical sources of job stress—contractual condition of work, organizational position, and dimension of organization—and of one psychosocial source—work conflict. A survey instrument was used to collect information from regional Public Administration employees of South Italy. Data from 1,130 respondents were analyzed. Statistical correlations and hierarchical regression showed that contractual condition of work, organizational position, organizational dimension, and work conflict were all predictive aspects of job stress.     

Challenges to the Recruitment and Retention of Volunteers in Traditional Nonprofit Organizations: A Case Study of Australian Meals on Wheels

Australian Meals on Wheels (MoWs) is a well-known, traditional nonprofit organization operating for over 60 years in a mixed economy of welfare, where it is positioned between the increasingly complex demands of state regulation and market efficiency. These contextual challenges cause critical tensions to an organization reliant on humanitarian principles and a large volunteer workforce. Findings show that this organization is experiencing conflicting and multiple identities which are having a significant impact on volunteer recruitment and retention. Specifically, data highlight the external challenges that threaten volunteers relating to regulation and funding, and internal challenges that tend to ignore volunteer value and instead picture volunteers as ageing and resistant to change. Findings suggest that the organization needs to work with all stakeholders to develop a shared organizational identity that blends humanitarianism with managerialism. New inclusive processes can enable better recruitment and retention practices, enabling the organization to “unfreeze” its traditional ways of operating to build a sustainable future for this much-needed organization.     

Organizational Trust and Accountability Reforms in Public Management: Analysis of Inter-agency Implementation Relations in Kenya

Contemporary governments have persistently responded to accruing implementation blind-spots by further restructuration of public bureaucracies. This has come with increased agencification and coordination efforts to enhance organizational efficacy and to produce trust for legitimation purposes. Accountability reforms in particular rarely address non-formal implementation processes that seem to characterize these efforts, mainly, inter-organizational trust. This is despite mounting evidences on the centrality of organizational trust in collaborative implementation processes of policy reforms. Basing on qualitative data from Kenya, this paper explores the production of organizational trust and its influence on the implementation environments for accountability reforms between oversight and governmental institutions. Data indicate that common difficulties in collaborative-implementation framework like fragile horizontal accountability-relations, misinterpretations of authority, obsession with control and autonomy, poor organizational-communication mechanisms, public trust deficits, poor internalization and institutionalization, etc. also correspond to problems of organizational trust. So, it is suggested that besides building public and interpersonnel trust, a policy design should also device steps that can strengthen internal-accountability systems, reduce some forms of bureaucratic slackness, enhance interorganizational communication and justice systems. This should improve inter-agency trust and ease cultural-instrumental tensions typical in collaborative implementation relations common in modern public administration.     

Are Changes Effective in Performance Management? An Analysis of Japanese Agencies

Agencies are key organizations for implementing and studying performance measurement and management (PMM). This article explores the implementation and effect of PMM in Japanese agencies. In Japan, design of the agency system included New Public Management elements, such as independence and delegation of powers, but also traditional ones, with a strong system of controls. The discourse about the soundness and ambitions of the PMM system permeated the agencies but not so much their effort toward PMM. The performance improvement attained by agencies depends on their agency characteristics, organizational culture, and organizational factors, with a remarkable influence of the organizational culture.     

Abating the Consequences of Managerialism on the Forgotten Employees: The Issues of Support,Control, Coping,and Pay

With the widespread and continuing adoption of managerialism in the public sector, ignoring the impact of change on employees could prevent managerialism from achieving its goals. Subsequently, this study investigates the efficacy of an augmented demand-control-support (D-C-S) model in predicting three of the key employee outcomes in the context of organizational change—psychological health, job satisfaction, and organizational commitment. Analyses of a survey of 207 employees in the Australian public sector, a sector that has undergone, and continues to undergo, substantial change toward managerialism, found that the augmented D-C-S model explained a significant proportion of the employee outcomes in the public sector context. The most important variables were work-based social support and job control. Coping style and perceptions of work conditions, such as pay, were also significant. The augmented D-C-S model provides a useful, proven tool for managers operating within the contemporary public sector.     

Performance Regimes—The Institutional Context of Performance Policies

Performance measurement, targeting, reporting and managing of public services has spread across jurisdictions in recent years. The most usual stance adopted by governments in developing performance policies has been shaped by principal-agent theory and a hierarchy of principal-agent relationships from core executive to service delivery. Such notions have been challenged from several directions, both in theory and empirically. Writers on accountability and those analyzing the “audit explosion” and the growth of “regulation inside government” have pointed to the way in which multiple actors and accountabilities have grown. Drawing on these and other sources this article develops a “performance regimes” perspective that offers a heuristic analytical framework of the main groups of institutional actors who can (but do not always) attempt to shape or steer the performance of service delivery agencies. The aim is to create a framework that can be applied comparatively to study changes in total performance regimes over time and between jurisdictions and sectors.     

Democracy's Effect on Terrorist Organizations: Regime Type and Armed Group Behavior in Chile

How does democracy influence terrorism? The regime-responsive school argues that lack of representation in autocracies motivates violence; the regime-permissive school posits that individual liberty in democracies allows it. The schools thus disagree about the democratic feature to which violence responds—representation or individual liberty. These arguments are problematic in two ways. First, neither accounts for the potentially competing effects of different democratic features. Second, treating terrorism as a set response to operating context ignores the operational processes behind violence, described in organizational theories of terrorism. This article develops a bridge between the regime-responsive and regime-permissive schools by applying organizational theories of terrorism to their key arguments. I argue that representation and individual liberty have independent, and sometimes competing, effects on armed groups' missions, hierarchies, and membership—collectively organizational capacity, the ability to survive and influence the environment. This explains the mixed effects of democracy on terrorism: both high-functioning democracy and repressive autocracy weaken organizational capacity, but decreased representation in a democracy or higher individual liberty in an autocracy removes organizational stresses. New research on Chile between 1965 and 1995—representing five government periods, with four armed groups operating—acts as an initial test of these relationships.     

Reinventing the Hong Kong state or rediscovering it? From low interventionism to eclectic corporatism

Abstract

The low-intervention state of Hong Kong in colonial times did not originate from strong neo-liberal ideological convictions. It was an artefact of the colonial political configuration, a pragmatic governing strategy adapting to the political and economic needs at the time. Political changes, economic restructuring, divestiture and marketization of state institutions since the 1980s had brought a new state form after 1997. A new business and professional elite class, embedded in an eclectic corporatist structure, evolved and brought multilateral, ad hoc and particularistic bargaining, leading to more sectoral intervention after 1997. Fragmented state institutions nonetheless weakened state capacity, making it difficult for the post-1997 state to be highly penetrative, transformative or developmental.     

Building a liberal-local hybrid peace and state in Bougainville

Abstract

There has been an increasing attempt to theorise the emergence of a liberal-local hybrid approach to state-building, which recognises the coexistence and interaction of liberal and local socio-political institutions. There has not yet been a sustained attempt to understand what occurs when a liberal-local approach is adopted from the outset of a state-building operation. This article seeks to fill this gap by applying the literature to the state-building process in Bougainville, an autonomous region of Papua New Guinea.     

The Role of Organisational Culture in the Merger of English Local Authorities into a Single Unitary Authority

Cornwall Council is a new ‘unitary’ local authority which was created following the merger of six district councils and one county council on 1 April 2009. A questionnaire survey based on specific ‘dimensions’ of organisational culture was circulated to staff prior to the merger date. Overall, the results indicated a generally congruent culture characterised by a strong team spirit and commitment to the workplace. A number of differences were observed between the cultural orientations of the seven councils, but there was only weak evidence of differences between tiers of management or professional groupings. The study suggests that the new organisation will have to find ways of ‘unfreezing’ staff from their established ways of thinking and working before changes can be properly embedded. It is recommended that the organisational change process shifts from a top-down ‘planned’ approach to a more ‘emergent’ approach to facilitate learning and organisational development.