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Showing 1 - 85 of 85 Journals sorted alphabetically
Accounting and Business Research     Hybrid Journal   (Followers: 35)
Accounting and the Public Interest     Full-text available via subscription   (Followers: 3)
Accounting Education: An International Journal     Hybrid Journal   (Followers: 23)
Accounting Forum     Hybrid Journal   (Followers: 30)
Accounting, Organizations and Society     Hybrid Journal   (Followers: 47)
Advances in Accounting     Hybrid Journal   (Followers: 9)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 31)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 9)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 25)
Annual Review of Organizational Psychology and Organizational Behavior     Full-text available via subscription   (Followers: 46)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 336)
Attachment & Human Development     Hybrid Journal   (Followers: 12)
Australian Accounting Review     Hybrid Journal   (Followers: 5)
British Accounting Review     Hybrid Journal   (Followers: 11)
Burnout Research     Open Access   (Followers: 10)
Coaching : Theorie & Praxis     Open Access   (Followers: 3)
Contemporary Accounting Research     Full-text available via subscription   (Followers: 33)
Corporate Governance and Organizational Behavior Review     Open Access   (Followers: 1)
Critical Perspectives on Accounting     Hybrid Journal   (Followers: 18)
EURO Journal on Decision Processes     Hybrid Journal   (Followers: 3)
European Accounting Review     Hybrid Journal   (Followers: 22)
FOR Rivista per la formazione     Full-text available via subscription  
German Journal of Human Resource Management     Hybrid Journal   (Followers: 6)
Global Perspectives on Accounting Education     Full-text available via subscription  
HR Future     Full-text available via subscription   (Followers: 3)
Human Relations     Hybrid Journal   (Followers: 61)
Human Resource and Organization Development Journal     Open Access   (Followers: 4)
Human Resource Development International     Hybrid Journal   (Followers: 25)
Human Resource Development Quarterly     Hybrid Journal   (Followers: 28)
Human Resource Development Review     Hybrid Journal   (Followers: 32)
Human Resource Management     Hybrid Journal   (Followers: 90)
Human Resource Management Journal     Hybrid Journal   (Followers: 83)
Human Resource Management Research     Open Access   (Followers: 25)
Human Resource Management Review     Hybrid Journal   (Followers: 65)
Human Resource Research     Open Access   (Followers: 1)
Intangible Capital     Open Access   (Followers: 2)
International Journal of Accounting     Hybrid Journal   (Followers: 2)
International Journal of Accounting and Finance     Hybrid Journal   (Followers: 19)
International Journal of Accounting Information Systems     Hybrid Journal   (Followers: 8)
International Journal of Accounting, Auditing and Performance Evaluation     Hybrid Journal   (Followers: 16)
International Journal of Banking, Accounting and Finance     Hybrid Journal   (Followers: 16)
International Journal of Behavioural Accounting and Finance     Hybrid Journal   (Followers: 11)
International Journal of Critical Accounting     Hybrid Journal   (Followers: 3)
International Journal of Economics and Accounting     Hybrid Journal   (Followers: 2)
International Journal of Human Capital and Information Technology Professionals     Full-text available via subscription   (Followers: 4)
International Journal of Human Resource Management     Hybrid Journal   (Followers: 56)
International Journal of Human Resource Studies     Open Access   (Followers: 17)
International Journal of Human Resources Development and Management     Hybrid Journal   (Followers: 31)
International Journal of Management Development     Hybrid Journal   (Followers: 13)
International Journal of Management Education     Hybrid Journal   (Followers: 10)
Journal of Accounting and Economics     Hybrid Journal   (Followers: 50)
Journal of Accounting and Public Policy     Hybrid Journal   (Followers: 8)
Journal of Accounting Education     Hybrid Journal   (Followers: 7)
Journal of Accounting Research     Hybrid Journal   (Followers: 37)
Journal of Contemporary Accounting & Economics     Hybrid Journal   (Followers: 4)
Journal of Corporate Citizenship     Full-text available via subscription   (Followers: 1)
Journal of HR intelligence     Open Access   (Followers: 1)
Journal of Human Capital     Full-text available via subscription   (Followers: 12)
Journal of Human Development and Capabilities : A Multi-Disciplinary Journal for People-Centered Development     Hybrid Journal   (Followers: 23)
Journal of Human Resource and Sustainability Studies     Open Access   (Followers: 1)
Journal of Human Values     Hybrid Journal   (Followers: 5)
Journal of International Accounting, Auditing and Taxation     Hybrid Journal   (Followers: 5)
Journal of Marketing and HR     Open Access   (Followers: 3)
Journal of Organizational Culture, Communications and Conflict     Full-text available via subscription   (Followers: 17)
Journal of Professions and Organization     Free   (Followers: 6)
Kelaniya Journal of Human Resource Management     Open Access  
New Horizons in Adult Education and Human Resource Development     Hybrid Journal   (Followers: 13)
Open Journal of Leadership     Open Access   (Followers: 19)
Organizational Behavior and Human Decision Processes     Hybrid Journal   (Followers: 73)
Personality and Individual Differences     Hybrid Journal   (Followers: 27)
Personnel Assessment and Decisions     Open Access   (Followers: 2)
Professions and Professionalism     Open Access   (Followers: 8)
Psychologie du Travail et des Organisations     Hybrid Journal  
Public Personnel Management     Hybrid Journal   (Followers: 14)
Quarterly National Accounts - Comptes nationaux trimestriels     Full-text available via subscription  
Research in Accounting Regulation     Hybrid Journal   (Followers: 2)
Research in Human Development     Hybrid Journal   (Followers: 6)
Review of Accounting Studies     Hybrid Journal   (Followers: 28)
Review of Public Personnel Administration     Hybrid Journal   (Followers: 12)
Review of Quantitative Finance and Accounting     Hybrid Journal   (Followers: 9)
Revista Gestión de las Personas y Tecnología     Open Access  
Revista Portuguesa e Brasileira de Gestão     Open Access  
South Asian Journal of Human Resources Management     Full-text available via subscription   (Followers: 4)
Southern African Journal of Accountability and Auditing Research     Full-text available via subscription  
Sri Lankan Journal of Human Resource Management     Open Access   (Followers: 1)
Similar Journals
Journal Cover
Review of Public Personnel Administration
Journal Prestige (SJR): 1.225
Citation Impact (citeScore): 2
Number of Followers: 12  
 
Hybrid Journal Hybrid journal   * Containing 1 Open Access Open Access article(s) in this issue *
ISSN (Print) 0734-371X - ISSN (Online) 1552-759X
Published by Sage Publications Homepage  [1092 journals]
  • Book Review: Resh, W. G., Rethinking the administrative presidency: Trust,
           intellectual capital, and appointee-careerist relations in the George W.
           Bush administration
    • Authors: Steven Putansu
      Abstract: Review of Public Personnel Administration, Ahead of Print.

      Citation: Review of Public Personnel Administration
      PubDate: 2020-09-10T10:17:48Z
      DOI: 10.1177/0734371X20957060
       
  • Codes of Ethics, Disciplinary Codes, and the Effectiveness of
           Anti-Corruption Frameworks: Evidence from a Survey of Civil Servants in
           Poland
    • Authors: Jan-Hinrik Meyer-Sahling, Kim Sass Mikkelsen
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      What is the effect of disciplinary codes and codes of ethics on containing corruption in the civil service' We assess whether both tools are effective and whether they interact to reinforce each other. Using a unique survey of central government civil servants from Poland, we find that, where applied in practice, disciplinary and ethics codes reinforce each other to contain kickbacks as one form of corruption in the civil service. By contrast, disciplinary codes and codes of ethics on their own are not strongly associated with kickbacks in central government ministries. The paper concludes that anti-corruption tools work most effectively when managers have multiple consistently implemented tools at their disposal.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-08-10T01:56:58Z
      DOI: 10.1177/0734371X20949420
       
  • Organizational Rules and Cognitive Uncertainty Among Public Professionals:
           A Daily Diary Study
    • Authors: Bernard Bernards, Joris van der Voet, Suzan van der Pas, Sandra Groeneveld
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Although public management and human resource management research has extensively investigated the motivational effects of organizational rules, the original utility of organizational rules—uncertainty reduction—has remained overlooked. This study takes a cognitive perspective by examining how organizational rules relate to uncertainty experiences of public professionals. In this study, we provide a dynamic perspective on the relationship between organizational rules and uncertainty through a 2-week daily online diary study among 65 public professionals in the Netherlands. The results indicate that the amount and consistency of rules are related to professionals’ daily uncertainty experiences. Moreover, within-person experiences of rules and uncertainty are highly variable over time. We argue that a cognitive perspective of uncertainty reduction can broaden our understanding of the consequences of organizational rules in managing people, and that the dynamic nature of organizational rule experiences cannot be a mere footnote in future public administration and human resource management research.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-07-24T03:07:03Z
      DOI: 10.1177/0734371X20943932
       
  • Organizational Inclusion and Turnover Intentions of Federal Employees with
           Disabilities
    • Authors: Rashmi Chordiya
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      People with disabilities have experienced a long history of prejudice and disenfranchisement. Negative attitudes and stigmas continue to act as barriers to employment and career success of individuals with disabilities. However, diversity and inclusion of people with disabilities is an under-researched area in public administration. This study contributes to the literature by examining the turnover intentions of federal employees with disabilities as compared to employees without disabilities. In addition, this study investigates the moderating effects of inclusive organizational practices (i.e., organizational fairness, empowerment, openness, supportiveness, and cooperativeness) in lowering the turnover intentions of federal employees, and particularly, for employees with disabilities. Findings of this study indicate, as compared to employees without disabilities, the odds of demonstrating an intention to leave their current organization are significantly higher for employees with disabilities. While other inclusion practices did not have the expected effects, organizational fairness was found to be a key factor mitigating the negative relationship between employee’s disability status and turnover intentions.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-07-22T11:40:50Z
      DOI: 10.1177/0734371X20942305
       
  • Shared Perceptions of Supervisor Support: What Processes Make Supervisors
           and Employees See Eye to Eye'
    • Authors: Julia Penning de Vries, Eva Knies, Peter Leisink
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This paper aims to find out what processes contribute to horizontal (between employees) and vertical (between employees and their supervisor) shared perceptions of supervisor support by public frontline supervisors. Informed by a multilevel qualitative study among supervisors and teachers in public secondary schools, we develop theoretical propositions regarding these processes. We propose that employees’ expectations based on experiences with previous supervisors can decrease horizontal shared perceptions. Subsequently, a contingent or consistent approach to supporting employees contribute to the development of horizontal and vertical shared perceptions, depending on the legitimacy attributed by employees to the reason behind this approach. Over time, supervisor support experienced by employees at meaningful work-life events contributes to the emergence of horizontal and vertical shared perceptions. This research shows that instead of merely looking for correlates of shared perceptions, scrutinizing the processes that contribute to horizontal and vertical shared perceptions increases our understanding of this complex phenomenon.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-07-21T09:19:34Z
      DOI: 10.1177/0734371X20942814
       
  • Formalization and Administrative Burden as Obstacles to Employee
           Recruitment: Consequences for the Public Sector
    • Authors: Martin Sievert, Dominik Vogel, Mary K. Feeney
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Job advertisements are a crucial first step in the recruitment process. Public sector organizations overwhelmingly rely on passive recruitment tactics such as written notices, listing formal rules and legal processes, and excessive application procedures. Little is known about the signals these formal rules and procedures send to potential applicants. This research uses a survey experiment to examine the effects of formalization and administrative burden in public sector job advertisements on individuals’ intention to apply for a job and the moderating role of public service motivation, person–organization fit, and person–job fit. The results indicate that formalization leads to lower application intentions. Administrative burdens such as compliance costs do not have a significant effect. These findings emphasize the negative signal of formalization in public sector job advertisements, which has the effect of making these jobs less desirable to potential applicants.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-07-20T07:13:10Z
      DOI: 10.1177/0734371X20932997
       
  • This for That: What EEOC Trends Reveal About Representative Bureaucracy
    • Authors: Alan H. Kennedy, Sebawit G. Bishu
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Representative bureaucracy is one of the mechanisms used to achieve representative democracy. This article assesses how bureaucratic representation affects public access to administrative remedies, a recourse linked with social equity in public service organizations. Representative bureaucracy theory is applied to 14 years of Equal Employment Opportunity Commission demographics and outcomes data. The analysis asks whether passive representation trends parallel trends in active representation outcomes, using longitudinal workforce, charge, suit, and resolution data. Results suggest trends in client driven outcomes (charges) were consistent with passive representation, while organizational outcomes (suits and resolutions) outpaced disability representation but fell short of racial and gender representation. The trend analysis findings, which offer timely insights into the effects of human resource management, suggests organizational priorities and processes affect representation more than previously thought.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-07-17T05:58:47Z
      DOI: 10.1177/0734371X20942811
       
  • Why is the Public Sector the Employer of Choice among Women in the Middle
           East' A Gendered Qualitative Inquiry into PSM in a Global Context
    • Authors: Ghada Barsoum
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      The public sector is the key employer of educated women in Arab countries. This article seeks to explain this phenomenon, embedding the employment experience of these women within the knowledge base of public service motivation (PSM). Relying on semi-structured interviews conducted with women from Egypt, Saudi Arabia and Kuwait, this article highlights three motivational factors among this group: “pure” service motivation; gender-specific motives; and extrinsic factors. The article shows that women’s work in the public sector is socially valued for reasons that pertain to a culture of gender expectations and respect for the public service. The analysis extends the scholarship on PSM into a global context and highlights the limitations of a PSM scholarship that is focused on attitudinal statements. The qualitative data supports an argument for the inclusion of contextual variables pertaining to institutions of socialization, gender roles, historical contexts, and labor market conditions into PSM research.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-07-15T08:40:44Z
      DOI: 10.1177/0734371X20941246
       
  • Emotional Well-being Among Public Employees: A Comparative Perspective
    • Authors: Lihi Lahat, Dganit Ofek
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      There is growing agreement on the importance of well-being in general and among employees more specifically. One area that has attracted significantly less attention is the well-being of public sector employees, especially from a comparative perspective. This study explored the factors explaining emotional well-being among public sector employees in seven countries. Using data from the European Social Survey, round 6, it examined the importance of the work environment, of belonging to the public sector, and of belonging to the country and their effects on well-being. We found public sector employees had a higher level of emotional well-being than non-public sector employees. However, belonging to the public sector was less important than other factors. The country context and soft features of the work environment were important to public sector employees, but not just to them, and were reflected differently in different countries.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-07-06T06:12:48Z
      DOI: 10.1177/0734371X20939642
       
  • Gender and the Effectiveness of Leadership Training: Results From a Field
           Experiment
    • Authors: Seung-Ho An, Kenneth J. Meier
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This study examines gender differences in leadership behaviors and whether leadership training would have different effects on leadership behaviors by gender. Using data from several hundred managers of welfare and financial agencies in Denmark, we first investigate whether leadership behaviors differ between female and male leaders. After that, we conducted a year-long field experiment with managers to examine how female and male leaders respond to leadership training interventions. In general, female managers improve more from leadership training even though leadership scores for female leaders were higher before training.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-06-11T06:38:20Z
      DOI: 10.1177/0734371X20932989
       
  • Organizational Justice and the Inclusion of LGBT Federal Employees: A
           Quasi-Experimental Analysis Using Coarsened Exact Matching
    • Authors: David Lee, Morgen Johansen, Kwang Bin Bae
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Inclusiveness occurs when employees are considered a part of critical organizational processes, which means that they have access to information (including information that may be passed around through informal networks), a connectedness to coworkers, and the ability to participate in and influence the decision-making process. With an organizational justice framework, this study examines the level of inclusion federal lesbian, gay, bisexual, transgender (LGBT) employees perceive, compared to their heterosexual counterparts. Using a quasi-experimental method, coarsened exact matching, we find expected differences in perceptions of procedural and informational justice but no perceived differences in distributional justice between LGBT and heterosexual federal employees. The implications of our methodology and findings for the diversity management literature are discussed.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-06-10T05:17:06Z
      DOI: 10.1177/0734371X20929731
       
  • Top Management Turnover and Its Effect on Employee Absenteeism:
           Understanding the Process of Change
    • Authors: Ann-Kristina Løkke, Kenneth Lykke Sørensen
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This study investigates the effect of top management turnover in public organizations on employee absenteeism, examining school principal turnover in public primary schools. While previous research has focused on the impact of principal turnover on school performance, we analyze how principal turnover influences employee absence. A longitudinal study of 481 employees is conducted. Findings indicate that managerial turnover at schools does indeed influence absence. Absence is particularly high after a new top manager has taken office, and especially for employees where the gap between resignation of one manager and another taking office is short. Findings also show that the absence effect of a new top manager diminishes over time.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-06-08T06:50:50Z
      DOI: 10.1177/0734371X20931911
       
  • Leading Employees of Different Genders: The Importance of Gender for the
           Leadership‒Motivation Relationship
    • Authors: Trine H. Fjendbo
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Employee motivation is important for public organizations. However, it might not be the same kind of leadership that motivates Susan and Steve. This article examines whether the association between transformational (visionary leadership) and transactional leadership (verbal and pecuniary rewards) and employee motivation depends on the employee’s gender and gender-based traits. Based on gender differences in communal and agentic traits, pecuniary rewards are argued to motivate male/agentic employees more than female/communal employees. The opposite is argued regarding visionary leadership and verbal rewards. Analysis of 1,294 Danish high school teachers shows female teachers on average are more communal and less agentic than their male colleagues. Furthermore, female teachers, unlike male teachers, are less motivated the more pecuniary rewards they perceive. However, no other gender differences are significant, lending only partial support for gender-based differences in the leadership‒motivation relationship.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-06-04T08:40:39Z
      DOI: 10.1177/0734371X20925520
       
  • Gender, Race, and Experiences of Workplace Incivility in Public
           Organizations
    • Authors: Amy E. Smith, Shahidul Hassan, Deneen M. Hatmaker, Leisha DeHart-Davis, Nicole Humphrey
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Workplace incivility can have deleterious effects on individuals and organizations such as decreased job satisfaction and commitment, employee turnover, and reductions in morale and performance. Moreover, these effects can be exacerbated for women and employees of color. However, few studies have examined predictors of incivility in public sector organizations. This study explores how public employees’ incivility experiences vary across social categories, specifically by gender and race. Data were collected with a survey from all employees of four local governments in North Carolina. The results of hierarchical linear modeling show that women experience more incivility than men, and that men and women of color experience fewer incidences of incivility than White men and women. We also find that race moderates the relationship between gender and workplace incivility. Specifically, women of color experience more incivility than men of color, but less incivility than White women. Finally, women are more likely than men to experience incivility in departments where women constitute the majority of the workforce. Implications of these results for human resource management in public organizations are discussed.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-06-04T08:39:39Z
      DOI: 10.1177/0734371X20927760
       
  • Pathology or Inconvenience' A Meta-Analysis of the Impact of Red Tape
           on People and Organizations
    • Authors: Rutger Blom, Rick T. Borst, Bart Voorn
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Red tape has been viewed as a key concept in public administration for decades and one that can significantly impact the human resource management (HRM) process. Theoretically, red tape is argued to (a) constrain organizational practices, (b) alienate employees from their organization and, ultimately, (c) lower performance. However, there is some debate about how detrimental red tape is, and empirical evidence is mixed. Using a meta-analytic approach, we aggregated findings from previous studies to test the impact of red tape and to assess sources of heterogeneity across studies. The results provide support for the constraining and alienating effects of red tape, although red tape’s impact on performance seems negligible. Furthermore, operationalizations of red tape and study context moderate some meta-analytic correlations. The lack of longitudinal and intervention studies and the use of single respondents remain the key limitations of current research, and therefore, future research is still needed.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-06-01T05:08:53Z
      DOI: 10.1177/0734371X20924117
       
  • The Role of Feedback Quality and Organizational Cynicism for Affective
           Commitment Through Leader–Member Exchange
    • Authors: Mieke Audenaert, Beatrice Van der Heijden, Tim Rombaut, Tine Van Thielen
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Affective commitment is crucial for employees to guarantee that they adhere to organizational interests and goals, but not self-evident for street-level bureaucrats who have a great deal of discretionary freedom in doing their work. Street-level bureaucrats can deviate from organizational goals during the execution of custom-fit solutions, and particularly so when they are cynical toward their organization. To increase affective commitment among street-level bureaucrats, leaders may play an important role by providing qualitative feedback and having a high-quality leader–member exchange relationship with their team members. We examined the cross-level interaction of leaders’ feedback quality and police officers’ organizational cynicism in relation with affective commitment through Leader–Member eXchange (LMX). Building on theorizing on human resource (HR) attributions and on the assumption in social exchange theory that individuals engage in different reciprocation efforts, we expected that police officers who are more cynical toward their organization would be hesitant to reciprocate with more commitment to their organization when their leader’s feedback quality is low. Our findings in a sample of 266 police officers nested in 71 teams supported this expectation. Hence, this study contributes to a better understanding of how to foster the affective commitment of employees who have discretion in their work. Feedback quality appears to be crucial, both for LMX and affective commitment, and this particularly for police officers who are more cynical about their organization.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-05-29T05:03:33Z
      DOI: 10.1177/0734371X20923010
       
  • An Exploration of the Relationship Between Autonomy Congruence, Perceived
           Supervisor Individualized Consideration, and Employee Outcomes
    • Authors: Jaehee Jong, Michael Ford
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Human resource practices requiring employee participation or involvement in work-related decision-making have been commonly believed to be beneficial to work outcomes; however, we suggest that the effects of those practices on work outcomes can be limited by individual preferences, which influence the perceived quality of supervision. Drawing upon prior research on work structure, person–environment (P-E) fit perspective, and perceived organizational support, we examine the joint effects of autonomy and preference for autonomy on employee work outcomes (task performance and organizational citizenship behaviors) that are mediated via perceived supervision (individualized consideration) among U.S. state government employees. The results showed that the congruence between autonomy and preference for autonomy was associated with the highest level of perceived individualized consideration by supervisors, highlighting the important role played by perceptions of the supervisor behavior in promoting employees’ positive attitudes at work.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-05-25T09:59:52Z
      DOI: 10.1177/0734371X20917185
       
  • Reform Adoption in a Postcollective Bargaining Governance Environment
    • Authors: Michael R. Ford, Douglas M. Ihrke
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      In this article, we use data collected from Wisconsin superintendents to determine the extent to which the curtailing of collective bargaining facilitated local public management reform adoption. The results show the near elimination of collective bargaining did spur substantial reform adoption in areas of performance pay and recruitment, and that longer serving superintendents and those with partisan ideologies were more likely to adopt management reforms. However, the results also indicate that curtailing collective bargaining appeared to hurt employee morale and made it more difficult to recruit and retain quality teachers. The results contribute to the public human resource literature by providing a real life case study of how public management practices change when collective bargaining is eliminated.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-02-22T12:39:05Z
      DOI: 10.1177/0734371X20907656
       
  • Does the Rank of the Perpetrator and Reporter Affect How Agencies Handle
           Workplace Aggression' A Test of Resource Dependence Theory
    • Authors: James Gerard Caillier
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Workplace aggression is a concern in many organizations. Despite this, research has not significantly examined whether or not organizations stop workplace aggression. Little is known about hierarchical aggression, coworker aggression, subordinate aggression, and agencies’ tolerance or rejections of such behavior. This study begins to fill this void by exploring what happens after employees report workplace aggression. More specifically, this study uses data from the Merit Systems Protection Board (MSPB) to examine workplace aggression committed by coworkers, supervisors, and subordinates and (a) the likelihood that perpetrators/agencies will retaliate against reporters of workplace aggression and (b) the likelihood that agencies will correct the adverse behavior in a manner that satisfactorily addresses the observers’ concerns. The findings in this article demonstrate that reporters of hierarchical aggression are more likely to face retaliation and less likely to get the behavior stopped than reporters of coworker aggression. Reporters of subordinate aggression, on the other hand, were not found to impact retaliation or corrective actions. Furthermore, the findings regarding retaliation were found to vary depending on whether or not the reporter was the target of the aggression.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-02-11T01:42:55Z
      DOI: 10.1177/0734371X20903354
       
  • The Role of Inclusive Leadership in Supporting an Inclusive Climate in
           Diverse Public Sector Teams

         This is an Open Access Article Open Access Article

    • Authors: Tanachia Ashikali, Sandra Groeneveld, Ben Kuipers
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      In organizations with a diverse workforce, inclusive leadership is assumed to be required to support the full appreciation and participation of diverse members. To date, studies identifying how leadership enables an inclusive climate in diverse teams are scarce. The aim of this study, therefore, is to examine how inclusive leadership fosters inclusiveness in diverse teams. Hypotheses were tested on a sample of 293 team members clustered in 45 public sector teams using structural equation modeling. The results showed that inclusive leadership positively moderates the negative relation between team ethnic–cultural diversity and inclusive climate. This study shows that greater team diversity does not automatically yield an inclusive climate. Inclusive leadership is needed to support an inclusive climate in which different team members are valued for what they bring to work practices. Inclusive leadership is crucial for fostering inclusiveness in diverse teams. Limitations are discussed and recommendations for future research are proposed.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-01-22T11:22:11Z
      DOI: 10.1177/0734371X19899722
       
  • Fostering Well-Being Among Public Employees With Disabilities: The Roles
           of Disability-Inclusive Human Resource Practices, Job Resources, and
           Public Service Motivation
    • Authors: Luu Trong Tuan, Chris Rowley, Dinh Cong Khai, David Qian, Eryadi Masli, Hanh Quyen Le
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Regardless of their disabilities, employees with disabilities can contribute to the performance of public organizations. Our research purpose is to investigate how and when disability-inclusive human resource (HR) practices nurture the well-being of employees with disabilities in the public sector. Participants for this study consisted of employees with disabilities from departments and wards (grassroot-level governments) under the district-level governments in Ho Chi Minh City, Vietnam. Our results revealed the relationships between disability-inclusive HR practices and the well-being of public employees with disabilities via job resources as a mediator. The results further demonstrated that the effect of job resources on employee well-being was stronger for employees low in public service motivation than for those high in public service motivation.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-01-16T06:41:37Z
      DOI: 10.1177/0734371X19897753
       
  • Municipal Employees’ Performance and Neglect: The Effects of Mission
           Valence
    • Authors: Sylvie Guerrero, Denis Chênevert
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This article relates mission valence to two performance outcomes of municipal employees: task performance and neglect. We propose that mission valence is positively associated with task performance through perceptions of meaning, and negatively associated with neglect through cynicism. However, based on the negativity bias principle, we expect the relationships to be stronger through cynicism than through meaning. We test our research hypotheses on a sample of 177 employees and their supervisors working in a rural Canadian municipality. Findings highlight that cynicism is a key mediating variable between mission valence and employees’ performance outcomes. Mission valence affects meaning and cynicism, but meaning is not related to task performance and neglect.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-01-11T06:01:53Z
      DOI: 10.1177/0734371X19896013
       
  • The Effects of Family Responsibilities Discrimination on Public
           Employees’ Satisfaction and Turnover Intentions: Can Flexible Work
           Arrangements Help'
    • Authors: Lauren Bock Mullins, Étienne Charbonneau, Norma M. Riccucci
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Discrimination against caregivers is a topic of interest for the public sector workplace. This study assesses the degree to which family responsibilities discrimination (FRD) can diminish work satisfaction and lead to intentions of leaving the public service. It also examines the effects of flexible work arrangements on work satisfaction and intentions to leave. Applying Mahalanobis Distance Matching, we examine the Canadian Public Service Employee Survey and find evidence that family status discrimination has some impact on employees’ intention to leave the public service and can diminish satisfaction with work arrangements. We also find that federal public servants who feel like work and family/personal obligations adversely affected their career progression were less satisfied with their work arrangements and were more likely to want to leave their positions.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-01-09T10:17:02Z
      DOI: 10.1177/0734371X19894035
       
  • Data Compatibility Issues: How to Prevent Miscoding and Dropped
           Observations When Using U.S. Office of Personnel Management Data Sets
    • Authors: Ashley M. Alteri
      First page: 743
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      A critical comparison of the agency identifier codes in the Federal Employee Viewpoint Survey (FEVS) and FedScope data sets reveals three distinct types of issues will occur when researchers attempt to merge the data sets: (a) a single agency is assigned different codes across data sets; (b) a single code is assigned to different agencies across data sets; and (c) a single code is assigned to two or more agencies in the FEVS data set and a separate agency in the FedScope data set. Between 2013 and 2016, these issues are present in almost all major federal departments. Compatibility issues between the agency identifiers could cause the user to drop observations unnecessarily or unknowingly combine two different agencies’ data improperly. If uncorrected, these issues will distort the analysis of studies that rely on this combination of data. However, researchers can correct for this issue and still use Office of Personnel Management (OPM) identifiers to combine data across multiple data sets.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-02-13T11:09:21Z
      DOI: 10.1177/0734371X20904998
       
 
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