On Justification Work: How Compromising Enables Public Managers to Deal with Conflicting Values

In the public administration literature, a variety of responses to value conflicts have been described, such as trade‐offs, decoupling values, and incrementalism. Yet little attention has been paid to the possibility of constructive compromises that enable public managers to deal with conflicting values simultaneously rather than separately. The authors use Luc Boltanski and Laurent Thévenot's theory of justification to extend current conceptualizations of management of conflicting values. On the basis of a qualitative study of daily practices of Dutch health care managers (executives and middle managers), they show how compromises are constructed and justified to significant others. Because compromises are fragile and open to criticism, managers have to perform continuous “justification work” that entails not only the use of rhetoric but also the adaption of behavior and material objects. By inscribing compromises into objects and behavior, managers are able to solidify compromises, thereby creating temporary stability in times of public sector change.     

Injustice and Employees' Destructive Responses: The Mediating Role of State Negative Affect

The focus of this study was employees' destructive behavioral intentions (i.e., exit, neglect, and aggressive voice) as a result of perceived injustice. In order to get an indication of the generalizability of the results, two studies employing different methodologies were conducted among different samples: a survey study (Study 1) among 244 female maternity nurses from The Netherlands, and a vignette study (Study 2) among 71 male and 43 female employees from an international company in South Africa. Furthermore, the second study tested whether the effects of injustice on destructive behavioral intentions were mediated by state negative affect. Two models appear to fit the data well. The first model suggests that interactional injustice gives rise to negative behavioral reactions through an increase in state negative affect. The second model shows that procedural justice can buffer the negative effects of low distributive justice. Specifically, employees report more negative affect and, subsequently, a stronger tendency to leave the organization only when both distributive and procedural justice are low. The theoretical and practical implications of these findings are discussed.     

Capacity-building: The making of a curry

Organizational capacity-building may be so focused on the hope for an improved future that it unwittingly fails to draw upon key learning from past experience. Reflection upon and public affirmation of those moments in organizational life when members felt high commitment can ignite imagination and build momentum for a better future. Appreciative Inquiry methods of organizational transformation suggest that a positive future image of one's organization can be a compelling, if not irresistible, force, the creation of which needs to embrace the already-lived and shared satisfying moments of members. Organizational capacity is best understood, and most enjoyably and authentically pursued, when the process and desired product is co-generated from within the lived realities of all its stakeholders.