-
Vitality and Coping With Rules: A Qualitative Research Study Among Primary School Teachers Public Personnel Management (IF 2.6) Pub Date : 2024-03-16 Josine van den Elsen
This interview-based study investigates how primary school teachers cope with rules to maintain their vitality. It is important to understand how teachers can keep their vitality high as they play an important role in the development of future generations. This study categorized teachers into four groups based on their experience of rules (few or many) and their vitality (high or low): (a) resilient
-
Employee Performance Management: The Impact of Competing Goals, Red Tape, and PSM Public Personnel Management (IF 2.6) Pub Date : 2024-02-23 Kendra Hill, Geoff Plimmer
Employee performance management (PM) can benefit employees, organizations, and wider stakeholders, but it is often done poorly, and public administrations pose contextual constraints to doing it well. It has inherent tensions between the goal of accountability and development, is complex, and requires alignment across both a formal administrative level and an informal psychosocial level. In public
-
Workplace Incivility and Its Impact on Public Employees’ Job Search Behavior Public Personnel Management (IF 2.6) Pub Date : 2024-02-07 Deneen M. Hatmaker, Amy E. Smith, Shahidul Hassan
While extensive research documents that workplace incivility has negative consequences for both employees and organizations, there has been limited research on how workplace incivility experiences affect public-sector employees. This study examines the associations between workplace incivility experiences and public employee job satisfaction and job search behavior. Relying on the Conservation of Resources
-
Bringing Public Virtue Back: How Does Ethical Leadership Impact Street-Level Bureaucrats’ Enforcement Style? Public Personnel Management (IF 2.6) Pub Date : 2024-01-31 Guanghuai Zheng, Mingzi Ma, Zexin Wu, Yean Wang
Public virtues can help street-level bureaucracies reflect and respond to the shortcomings in current public administration. According to the public virtue approach, this research identifies the key role of ethical leadership in improving the enforcement of street-level bureaucrats (SLBs). By promoting subordinates’ psychological empowerment, ethical leadership is significantly and positively correlated
-
Different Approaches to Managerial Support for Flexible Working: Implications for Public Sector Employee Well-Being Public Personnel Management (IF 2.6) Pub Date : 2024-01-30 Fiona Buick, Deborah Ann Blackman, Miriam Glennie, Vindhya Weeratunga, Michael Edward O’Donnell
Improving well-being is an important human resource management issue within public sector organizations as it is linked with improved employee and organizational outcomes. A key antecedent to employee well-being is work–life balance, which can be supported or impeded by flexible working. The extent to which flexible working supports work–life balance and, ultimately, well-being depends on how flexible
-
The Interplay Between Helping Behavior and Absenteeism in Teams: A Longitudinal Examination of Their Reciprocal Relationship in a Public Organization Public Personnel Management (IF 2.6) Pub Date : 2024-01-24 Michel Tremblay
This study employed a longitudinal model to investigate the reciprocal relationships between interpersonal citizenship behavior (OCB-I) and absenteeism at the team level. The research utilized four waves of data from a sample comprising over 5,000 employees in 168 teams within a large Canadian public organization. Drawing upon the focus theory of normative conduct and the collective identity perspective
-
Reward Expectancy and External Whistleblowing: Testing the Moderating Roles of Public Service Motivation, Seriousness of Wrongdoing, and Whistleblower Protection Public Personnel Management (IF 2.6) Pub Date : 2024-01-12 Wisanupong Potipiroon
Previous research has provided valuable insights into the role of rewards in motivating whistleblowing, but there are still unanswered questions regarding the conditions under which whistleblower rewards can encourage or discourage individuals from whistleblowing. This study focuses on the disclosure of grand corruption activities and employs an expectancy theory framework to investigate the relationship
-
Agency Variation in the Employment of Women in U.S. Federal STEM Jobs: The Impact of Female Supervisors Public Personnel Management (IF 2.6) Pub Date : 2023-05-11 J. Edward Kellough, Lawrence A. Brown, II
This article provides an assessment of the employment of women in STEM occupations in the U.S. federal government. Women are underrepresented in STEM fields in the U.S. federal service, but their l...
-
Women’s Place in the National Park Service: Earning Equal Pay Public Personnel Management (IF 2.6) Pub Date : 2023-05-09 Amber N. W. Raile
In most workplaces, women earn less than their male counterparts. The gender pay gap has multiple, complex, interrelated causes. Federal organizations follow several best practices to work to reduc...
-
The Effect of Perceived Organizational and Supervisory Support on Employee Engagement During COVID-19 Crises: Mediating Effect of Work-Life Balance Policy Public Personnel Management (IF 2.6) Pub Date : 2023-05-09 Sang Eun Lee, Geiguen Shin
This article examines how organizational and supervisory supports, directly and indirectly, impact employee engagement in U.S. federal agencies during the COVID-19 pandemic. This study applies two ...
-
Lessons From the Frontlines of the Overdose Crisis: Exploring the Impact of Harm Reduction Policies on the Roles and Responsibilities of First Responders Public Personnel Management (IF 2.6) Pub Date : 2023-05-09 Kaila Witkowski
First responders, including police officers and firefighters, take on the occupational role of responding to community needs during emergencies. While it is acknowledged that their emergency role m...
-
The Curvilinear Effects of Leader Public Service Motivation on Person–Supervisor Fit and Subordinate Emotional Exhaustion: Evidence From Field and Experimental Studies Public Personnel Management (IF 2.6) Pub Date : 2023-04-06 Wisanupong Potipiroon
Past research has shed important light on the dark side of individuals’ public service motivation (PSM) in relation to their own well-being. This study turns attention to the role of leader PSM and...
-
The Role of Leader and Subordinate Gender in the Leadership–Empowerment Relationship Public Personnel Management (IF 2.6) Pub Date : 2023-03-13 Jaehee Jong
Building on prior research on leadership and gender, the current study explores whether leaders’ and subordinates’ genders influence the impact of leaders’ behaviors on subordinate attitudes. More ...
-
Participation, Engagement, and Organizational Citizenship Behavior Among Public Employees Public Personnel Management (IF 2.6) Pub Date : 2023-02-18 Byeong Jo Kim
Despite considerable research on the importance of a management practice emphasizing the relational aspect such as participative management, little is known regarding the mechanism through which th...
-
Does Language Matter? Perceptions of the Use of Diversity Training in the Public Sector Workforce Public Personnel Management (IF 2.6) Pub Date : 2023-01-12 Alicia Barnes, Misty Grayer
This study examines how the public perceives the use of diversity training in public service organizations through the lens of neutral and charged language in a politicized context. This study expl...
-
The Influence of Participative Leadership on the Voice Behavior of Public Servants Public Personnel Management (IF 2.6) Pub Date : 2023-01-11 Miao Qing, Zhang JinHua
Determining how to stimulate public employees’ voice behaviors has become a critical issue in both theory and practice. This article draws on the theories of participative management, leadership, r...
-
Recruitment and Selection in the Public Sector: Do Rules Shape Managers’ Practices? Public Personnel Management (IF 2.6) Pub Date : 2023-01-10 Ann-Kristina Løkke, Anders Ryom Villadsen, Anne Skipper Bach
This study investigates the effects of optimal rule control on recruitment and selection practices in public organizations. Although rules are argued to constrain organizational practices and organ...
-
Span of Control and Ethical Leadership in Highly Professionalized Public Organizations Public Personnel Management (IF 2.6) Pub Date : 2022-12-13 Didde Cramer Jensen, Ane-Kathrine Lundberg Hansen, Lars Dahl Pedersen, Lotte Bøgh Andersen
Span of control may be a critical structural condition for ethical leadership. According to social learning theory, emulation and vicarious learning processes are mechanisms through which ethical l...
-
Perceived Changes in Leadership Behavior during Formal Leadership Education Public Personnel Management (IF 2.6) Pub Date : 2022-11-25 Peter Sørensen, Morten Balle Hansen, Anders Ryom Villadsen
The aim of this study is to research how leaders’ subordinates, peers, and superiors perceive changes in leadership behavior (measured as task, relation, and change orientations) when leaders in th...
-
Religion in the Public Workplace: A Primer for Public Employers Public Personnel Management (IF 2.6) Pub Date : 2022-11-07 Robert Roberts
Today, public organizations face an increasing challenge of accommodating workplace religious expression by their employees. This article examines the impact of First Amendment workplace religious ...
-
Marketization and Public Service Motivation: Cross-Country Evidence of a Deleterious Effect Public Personnel Management (IF 2.6) Pub Date : 2022-11-03 Jesse W. Campbell
The introduction of market-based competition into the public service delivery process may incentivize desirable bureaucratic behaviors but may also have unintended effects. Using a sample of public...
-
Are Millennials Different? A Time-Lag Study of Federal Millennial and Generation X Employees’ Affective Commitment Public Personnel Management (IF 2.6) Pub Date : 2022-10-27 Nhung Thi Hong Nguyen
Stereotypes about Millennials permeate conversations about public management, often without evidence. Based on generational theory and psychological contract theory, this study hypothesizes and emp...
-
Racial/Ethnic Differences in Employee Perceived Organizational Performance, Job Satisfaction, and Diversity Management Among the U.S. Federal Public Health Agencies Public Personnel Management (IF 2.6) Pub Date : 2022-10-27 In-Gu Kang, Nayoung Kim, Barbara A. Bichelmeyer
This study identified personal and organizational environmental factors associated with perceived organizational performance (POP) and moderation of race/ethnicity in these relationships with POP i...
-
Artificial Intelligence and Public Human Resource Management: Questions for Research and Practice Public Personnel Management (IF 2.6) Pub Date : 2022-10-18 Brad A. M. Johnson, Jerrell D. Coggburn, Jared J. Llorens
Advances in big data and artificial intelligence (AI), including machine learning (ML) and other cognitive computing technologies (CCT), have facilitated the development of human resource managemen...
-
Promote or Deter: How Organizations Influence Public Service Motivation Public Personnel Management (IF 2.6) Pub Date : 2022-09-21 Tyler Klatt, Matthew Fairholm
How an employee perceives their organization has an important influence on their feelings of public service motivation. The public service motivation literature has largely focused on the ways in w...
-
Fostering Internal Pay Equity Through Gender Neutral Job Evaluations: A Case Study of the Federal Job Evaluation System Public Personnel Management (IF 2.6) Pub Date : 2022-09-20 Rashmi Chordiya, Larry Hubbell
The principle of pay equity implies that work determined to be equally demanding in terms of skills or qualifications, responsibilities, efforts, and working conditions should be valued and paid eq...
-
Two Wrongs Do Not Make a Right: Understanding Retaliation for Filing Discrimination Complaints in the U.S. Federal Government Public Personnel Management (IF 2.6) Pub Date : 2022-09-13 Ashley M. Alteri, Ellen V. Rubin, Young Joo Park
One of the primary barriers to equal treatment in the workplace is how victims are treated following a complaint of discrimination. If complaints are not taken seriously or if employees experience ...
-
Professional Development Leadership in Public Organizations: A Refined Conceptualization Public Personnel Management (IF 2.6) Pub Date : 2022-08-24 Clara Siboni Lund
Professional development leadership (PDL) can potentially align organizational goals and professional norms, thereby increasing the performance of professional employees in public organizations. Pu...
-
Alienation in Pandemic-Induced Telework in the Public Sector Public Personnel Management (IF 2.6) Pub Date : 2022-08-11 Carey Doberstein, Étienne Charbonneau
Most of our knowledge of the benefits and costs of telework are based on self-selected workers who have worked remotely part-time. Full-time, pandemic-induced mass telework may present benefits and...
-
Hybrid Data Competencies for Municipal Civil Servants: An Empirical Analysis of the Required Competencies for Data-Driven Decision-Making Public Personnel Management (IF 2.6) Pub Date : 2022-08-03 J. Dingelstad, R. T. Borst, A. Meijer
This study focuses on an important yet often neglected topic in public personnel competency studies: competencies required for digital government. It addresses the question: Which competencies do c...
-
Paradoxical Effects of Teleworking on Workers’ Well-Being in the COVID-19 Context: A Comparison Between Different Public Administrations and the Private Sector Public Personnel Management (IF 2.6) Pub Date : 2022-07-04 Maude Boulet, Annick Parent-Lamarche
This study examines workers’ well-being during the first lockdown by comparing teleworkers to on-site workers across the private sector and public administrations. Using a sample of workers (N = 47...
-
The Effect of Access to Training and Development Opportunities, on Rates of Work Engagement, Within the U.S. Federal Workforce Public Personnel Management (IF 2.6) Pub Date : 2022-06-10 Michael P. Hassett
This study aims to identify how the access to training and development opportunities influence rates of work engagement in the U.S. federal workforce. Organizations with high rates of work engageme...
-
Does Knowing Other Workers’ Wage Level Promote Employees’ Pay Fairness Perception? Evidence From a Randomized Survey Experiment Public Personnel Management (IF 2.6) Pub Date : 2022-06-07 Kwang Bin Bae, Hosung Sohn, Il Hyeong Cho, Dongsook Han
Pay fairness perception is considered a significant determinant of employee turnover. This study analyzes whether public-sector employees’ pay fairness perception is promoted when workers are notif...
-
Mission Match and Organizational Satisfaction: Testing the Mediating Role of Perceived Reputation Public Personnel Management (IF 2.6) Pub Date : 2022-06-03 Yongjin Ahn
Motivational research has become one of the major topics in public administration. However, public administration researchers have focused disproportionately on public service motivation in account...
-
Enhancing Employee Voice and Inclusion Through Inclusive Leadership in Public Sector Organizations Public Personnel Management (IF 2.6) Pub Date : 2022-04-11 Tho Alang, Pauline Stanton, Mark Rose
This article explores the impact of inclusive leadership behaviors on Indigenous voice and the perception of workplace inclusion by Indigenous employees in Vietnam public agencies. Drawing from qualitative research with managers and Indigenous employees in three public organizations, we found that, first, inclusive leadership behaviors promoted workplace diversity by supporting Indigenous presence
-
Racial Diversity in Policing: Do We Need More Asian American Police Officers in Response to the #StopAsianHate Movement? Public Personnel Management (IF 2.6) Pub Date : 2022-02-08 Helen H. Yu
The rising nationwide concerns about violence targeting Asians have highlighted the scant research on Asian American police officers. This article aims to (re)introduce this important dialogue and calls for a commitment from other race and social equity scholars to extend the discourse on racial diversity in policing. Using data on race and ethnicity compiled by the Law Enforcement Management and Administrative
-
Engagement, Exhaustion, and Perceived Performance of Public Employees Before and During the COVID-19 Crisis Public Personnel Management (IF 2.6) Pub Date : 2022-01-29 David Giauque, Karine Renard, Frédéric Cornu, Yves Emery
At the outset of the COVID-19 pandemic, the Swiss federal government implemented a lockdown that prompted a majority of private and public organizations to implement teleworking solutions for their employees. This study aimed to examine the impact of work modalities, job-related, relational, and organizational climate variables on employees’ engagement, exhaustion, and perceived performance both before
-
A Study of Interracial Differences in Turnover Intentions: The Mitigating Role of Pro-Diversity and Justice-Oriented Management Public Personnel Management (IF 2.6) Pub Date : 2021-12-27 Rashmi Chordiya
Enhancing racial justice, equity, diversity, and inclusion are the core values of public administration and critical to the functions of public-sector strategic human resources management. However, very limited empirical research has delved into the interracial differences in public sector employees’ turnover intentions and its mitigating factors. Using the 2006–2017 Federal Employee Viewpoint Survey
-
Progress Toward Increasing Women’s and Minorities’ Access to Top State Government Jobs? Public Personnel Management (IF 2.6) Pub Date : 2021-11-13 Greg Lewis, Jonathan Boyd, Rahul Pathak
This study examines the impact of qualifications and hiring advantages on women’s and minorities’ access to state government jobs, both in managerial and high-salary positions and overall. It also looks at how race and gender differences in representation have changed since 1990 and how they compare with the private sector. All groups, except Latino and Asian men, are more likely than White men to
-
Managing Street-Level Bureaucrats’ Performance by Promoting Professional Behavior Through HRM Public Personnel Management (IF 2.6) Pub Date : 2021-09-24 Rik van Berkel, Julia Penning de Vries, Eva Knies
This article connects human resource management (HRM) research to studies of street-level bureaucracies and public professionals. It investigates the intermediary role of professional behavior in the HRM–individual performance link in the context of public human service organizations. The article hypothesizes that human resources (HR) practices, aimed at enhancing street-level workers’ abilities, motivation
-
Improving Work–Life Balance for Female Civil Servants in Law Enforcement: An Exploratory Analysis of the Federal Employee Paid Leave Act Public Personnel Management (IF 2.6) Pub Date : 2021-09-24 Helen H. Yu
In late 2019, Congress passed the Federal Employee Paid Leave Act (FEPLA) establishing parental leave for most federal civilian employees. The new law provides up to 12 weeks of paid leave within 12 months after the birth, adoption, or foster placement of a child occurring on or after October 1, 2020. Despite its recent enactment, this study draws on survey data from 224 civil servants across 39 federal
-
The Performance Rewards of Human Capital Development in the Federal Government Public Personnel Management (IF 2.6) Pub Date : 2021-08-20 Andrew Wesemann
Human capital is one of the most vital assets an organization possesses. Research has demonstrated that human capital is directly related to performance. Thus, there is a clear incentive for organizations to grow their human capital levels. Not surprisingly, then, organizations have created and employed a wide variety of managerial practices focused on further developing human capital within their
-
Faking Versus Feeling Emotions: Does Personality–Job Fit Make a Difference Public Personnel Management (IF 2.6) Pub Date : 2021-07-30 Varaidzo Zvobgo, Romeo Abraham, Meghna Sabharwal
Emotional labor (EL) involves regulating, managing, and sensing others’ emotions to achieve organizational goals. However, it is often considered a unitary variable, without examining the specific types of emotional labor (i.e., deep acting and surface acting). Thus, the purpose of this research is to extend the under-researched work on surface-acting and deep-acting strategies of EL on job involvement
-
Does Grit Matter to Employees’ Quality of Work Life and Quality of Life? The Case of the Korean Public Sector Public Personnel Management (IF 2.6) Pub Date : 2021-05-12 Min Young Kim, Hyo Joo Lee
To ensure the quality of the work done in the Korean career civil service system (which is characterized by stability, such as lifelong job security), the public sector must use methods to motivate their employees and improve their performance in the long run. In this study, we propose that grit, as a type of work motivation, can boost employee well-being (i.e., job satisfaction, job stress) and organizational
-
The Impact of Human Resources Environment and Organizational Identification on Employees’ Psychological Well-Being Public Personnel Management (IF 2.6) Pub Date : 2021-03-26 Imran Hameed, Muhammad Umer Ijaz, Meghna Sabharwal
This study explores how Human Resources (HR) environment (i.e., job autonomy, opportunities for advancement, involved communication, and decisive action) promotes psychological well-being of public employees. We advance the literature by identifying organizational identification (OID) as the underpinning mechanism through which HR environment can foster employees’ well-being. OID is termed as a “social
-
What Makes Government Work Great: The Characteristics of Positive Public Service Public Personnel Management (IF 2.6) Pub Date : 2021-01-19 B. J. Jones
Optimal work experiences in the public sector do not receive the attention they deserve. And, though positive psychology research has shown that flourishing in the workplace is connected to healthier and more fulfilled employees as well as improved organizational performance, the public sector has largely taken a backseat as a subject of study in this field. This article addresses this shortcoming
-
Civil Service Reform Is Dead: Long Live Civil Service Reform Public Personnel Management (IF 2.6) Pub Date : 2020-12-29 James R. Thompson
The federal civil service system is widely regarded as obsolete. The pay of federal employees bears little relation to the market, narrowly defined jobs hamper the assignment of tasks, and byzantine hiring rules impede the procurement of needed skills. The theory of punctuated equilibrium holds that an episode of rapid and dramatic change portends, that the pressures for change will build and that
-
The Role of Goal Specificity in the Relationship Between Leadership and Empowerment Public Personnel Management (IF 2.6) Pub Date : 2020-12-29 Jaehee Jong, Sue Faerman
Although there has been much recent attention to empowerment in public sector research, most of this research focuses on structural empowerment, rather than psychological empowerment, and thus focuses on management practices, rather than on employees’ motivational states. This article examines the processes through which transformational leadership and transactional leadership affect employees’ feelings
-
Predictors of Turnover Intention in U.S. Federal Government Workforce: Machine Learning Evidence That Perceived Comprehensive HR Practices Predict Turnover Intention Public Personnel Management (IF 2.6) Pub Date : 2020-12-17 In Gu Kang, Ben Croft, Barbara A. Bichelmeyer
This study aims to identify important predictors of turnover intention and to characterize subgroups of U.S. federal employees at high risk for turnover intention. Data were drawn from the 2018 Federal Employee Viewpoint Survey (FEVS, unweighted N = 598,003), a nationally representative sample of U.S. federal employees. Machine learning Classification and Regression Tree (CART) analyses were conducted
-
How to Facilitate Innovative Behavior and Organizational Citizenship Behavior: Evidence From Public Employees in Korea Public Personnel Management (IF 2.6) Pub Date : 2020-12-17 Yoon Jik Cho, Hyun Jin Song
For decades, scholars and practitioners have paid serious attention to how to facilitate extra-role behaviors of employees. While many studies have been conducted, it is not yet clear what factors facilitate or suppress those behaviors within organizations and how those factors interact with each other. The current research focuses on two extra-role behaviors of employees: innovative behavior and organizational
-
Transformational Leadership and Employees’ Helping Behavior in Public Organizations: Does Organizational Structure Matter? Public Personnel Management (IF 2.6) Pub Date : 2020-12-14 Jae Young Lim, Kuk-Kyoung Moon
Although transformational leadership (TFL) has been recognized as a significant predictor of follower work behaviors, open questions remain concerning whether its effectiveness is universally valid or contingent on context. Building on social exchange theory and leadership contingency theory, we propose that TFL affects employees’ helping behavior, and this relationship depends on centralized and formalized
-
The Future of Public Human Resource Management Public Personnel Management (IF 2.6) Pub Date : 2020-10-01 Paul Battaglio
The evolution of public human resource management (PHRM) has been at the forefront of public administration research for the past two decades. Human resources in the public sector has changed from a focus on developing employee hard skills (e.g., education, training) to advancing a more soft skill approach in the workplace. The emphasis on soft skills takes a closer look at the development of interpersonal
-
A Manager’s Guide to Free Speech and Social Media in the Public Workplace: An Analysis of the Lower Courts’ Recent Application of Pickering Public Personnel Management (IF 2.6) Pub Date : 2020-09-04 Adam M. Brewer
Public organizations are experiencing a burgeoning of workplace challenges involving employee use of social media. Comments, images, or videos ranging from racist remarks, to calls to violence, simple criticism of one’s organization, to full on whistle blowing significantly challenge public organizations’ policies for addressing speech that creates discord in the workplace. With the blurring of lines
-
Does Perceptions of Organizational Prestige Mediate the Relationship Between Public Service Motivation, Job Satisfaction, and the Turnover Intentions of Federal Employees? Public Personnel Management (IF 2.6) Pub Date : 2020-08-28 Leonard Bright
Public opinion polls consistently suggest that government employment is not considered to be highly prestigious by most Americans. These negative images are likely to stifle the public sector’s recruitment and retention efforts. Scholars have suggested that individuals with high levels of public service motivation (PSM) are better equipped to work in these environments, yet no studies can be found
-
An Overlooked Cost of Contracting Out: Evidence From Employee Turnover Intention in U.S. Federal Agencies Public Personnel Management (IF 2.6) Pub Date : 2020-08-10 Gyeo Reh Lee, Sergio Fernandez, Shinwoo Lee
Contracting out has long been used in all levels of government in the United States, with federal contract spending increasing 8% to 9% annually since 2015. The literature on contracting out has examined the impact of this practice on the work-related attitudes and motivation of public employees who have transitioned to work for private contractors. However, we understand very little about the effects
-
Public Service Motivation and Employee Change-Supportive Intention: Utilizing the Theory of Planned Behavior Public Personnel Management (IF 2.6) Pub Date : 2020-07-27 Hemin Ali Hassan, Xiaodong Zhang, Ahmad Bayiz Ahmad, Bangcheng Liu
Implementing change is considered as a difficult task for public organizations. Some individual dispositional factors have been suggested to influence recipient responses to change in public organizations. Past research has shown a link between public service motivation (PSM) and employee positive responses to organizational change. However, the psychological processes underlining this relationship
-
Street-Level Bureaucrats’ Work Engagement: Can Public Managers’ Servant-Leader Orientation Make a Difference? Public Personnel Management (IF 2.6) Pub Date : 2020-07-24 Dong Chul Shim, Hyun Hee Park, Jaeduk Keum, Sangmook Kim
The present study examines the antecedents of street-level bureaucrats’ work engagement. In particular, this study investigates whether a work-unit manager’s servant-leader orientation may, directly or indirectly, contribute to increasing subordinates’ work engagement by shaping employees’ resources (i.e., job autonomy, goal specificity, public service motivation [PSM], and organizational trust). Data
-
The Impact of Predisposed Traits and Organizational Factors on the U.S. Federal Employee Perception of Whistleblowing Public Personnel Management (IF 2.6) Pub Date : 2020-07-16 Myungjung Kwon, So Hee Jeon, Yuan Ting
Whistleblowers play a critical role in revealing organizational wrongdoing. Even after the passage of the 1989 Whistleblower Protection Act and the 2012 Whistleblower Protection Enhancement Act, numerous studies find that public employees are still reluctant to report wrongdoing due to various forms of retaliation. Drawing on insights from a framework of predisposition and environmental perspectives
-
A Critical Examination of Content Validity Evidence and Personality Testing for Employee Selection Public Personnel Management (IF 2.6) Pub Date : 2020-06-29 David M. Fisher, Christopher R. Milane, Sarah Sullivan, Robert P. Tett
Prominent standards/guidelines concerning test validation provide contradictory information about whether content-based evidence should be used as a means of validating personality test inferences for employee selection. This unresolved discrepancy is problematic considering the prevalence of personality testing, the importance of gathering sound validity evidence, and the deference given to these
-
Understanding and Cultivating Workforce 2020 Public Personnel Management (IF 2.6) Pub Date : 2020-06-17 Bangcheng Liu
The importance of human factors is widely recognized. Even in the so-called era of machine replacement of labor, the battle of COVID-19 epidemic has again verified the recognition. Due to human beings’ initiative, autonomy, and self-determination, how to attract, maintain, and motivate people are the key issues in general management. The material and psychic returns to individuals generally constitute