Showing papers in "International Public Management Journal in 2010"

TL;DR: The authors examined public service motivation among private and public sector lawyers and found that while PSM may not clearly predict the employment sector of a respondent's first job, it does increase the likelihood that a respondents subsequent job is in the public sector.

TL;DR: The authors analyzes how extensively European Union local governments are using their websites to disseminate financial information in order to evaluate whether electronic-government (e-government) is promoting convergence towards more accountable local governments and posit and test various hypotheses about the influence of internal and contextual factors on Internet financial reporting (IFR) practices.

TL;DR: In this paper, the authors analyzed if public service motivation construct has an added value to explain work motivation in the public sector and provided evidence for the importance of socio-relational motivating factors, whereas material incentives play an anecdotal role.

TL;DR: In this paper, a framework of antecedents, processes, and perceived outcomes was introduced to evaluate interorganizational collaborations for children and family service delivery in Los Angeles County, California.

TL;DR: There are several models for delivering public services such as health care or education, most of which can be summarised under the headings of trust, mistrust, voice, and choice.

TL;DR: In this article, a field study examines the satisfaction-commitment link with respect to differences between private and public sector employees and finds that extrinsic satisfaction and intrinsic satisfaction are more strongly related to affective commitment and normative commitment for public-sector employees than for private-sector ones.

TL;DR: In this paper, the authors examine how norms and intrinsic forms of motivation can inform agency-theory assumptions about how to manage bureaucratic misbehavior and examine the potential for public service motivation to mediate self-interested moral hazard.

TL;DR: In this article, the authors argue that differences in job context explain the use of different leadership styles in the public and private sector, and they investigate direct, mediating, and moderating effects.

TL;DR: The authors argue that PSM in a workforce is useful at an organizational level primarily because it helps in mitigating or "solving" specific principal-agent problems, though it can also intensify others.

TL;DR: The authors summarizes what we can learn from personnel economics about the likely empirical veracity of the statements regarding the efficacy of pay for performance in the public sector: if pay is based on public service performance, and if people work for pay, then pay will align motivation and performance.

TL;DR: This paper found that internal groups usually overestimate the performance of their organizations and that performance overestimation is more likely in small organizations with geographically dispersed clients, and in organizations that adopt fashionable management practices that are associated with higher institutional legitimacy.

TL;DR: In this article, the authors focused on job satisfaction and job performance, as well as on their predictors in a privatized organization, and tested a model in which job satisfaction, consistent with social cognitive theory, is related to self-efficacy and perceptions of social context.

TL;DR: In this article, the authors expand the level of analysis on turnover in public administration, especially in the U.S. federal government, from the individual level to the organizational level by using organizational actual turnover rates.

TL;DR: This article developed a model that focuses on two types of collaborative behavior: between persons (both horizontal and vertical) and between work units, and empirically test their hypotheses using data on work collaboration and perceptions of public agency performance from the United States federal government.

TL;DR: In this article, the effects of structural and psychological empowerment on both in-role and extra-role performance, and the moderating effects of organizational individualism and collectivism were analyzed using structural equation modeling.

TL;DR: In this article, a causal model that integrates three contextual factors and two individual factors in order to explain the diverse results of performance budgeting sometimes fails is proposed, and the model is tested with cases generated from interviews with Swiss public managers.

TL;DR: In this article, the authors identify the core concepts underlying PerformanceStat, suggest how they need to be modified to create a CollaborationStat strategy, and review the public-management l...

TL;DR: This paper reviewed some recent research from political science that speaks to the public service motivation (PSM) literature and discussed new measures of bureaucratic ideology and agency performance, which might usefully be employed in the PSM literature and highlighted some potential pitfalls in PSM research more generally.

TL;DR: The authors examined the short run impact of comprehensive education reforms in Barbados on primary school student outcomes, using a variety of specifications to test the robustness of their results, finding modest and mixed changes in student test scores.

TL;DR: As John Locke wrote, "good and evil, reward and punishment, are the only motives to a rational creature: these are the spur and reins whereby all mankind are set on work, and guided" as discussed by the authors.

TL;DR: In this paper, Bertelli and Lynn construct a link between administrative law and public administration, and between the republican theory of institutions and the modern personnel system, arguing that modern administrative governance needs an ethic of managerial responsibility, and locating the central difficulty in modern public administration in its distance from legal and constitutional considerations.

TL;DR: The new circumstances created by disasters alter people's perceptions, often prompting individuals and political actors to react to the new circumstances with extreme emotions as discussed by the authors, which can lead to political instability.

TL;DR: Carpenter's Reputation and Power as discussed by the authors is a good summary of his earlier work, The Forging of Bureaucratic Autonomy (2001), and I am even more impressed with the scholarship that went into Reputation & Power.

TL;DR: Organizational development is about planning, improving, and reinforcing strategies, structures, and processes that lead to organizational effectiveness (no matter how the desired effectivenes can be achieved as mentioned in this paper ).