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HUMAN RESOURCES (103 journals)                     

Showing 1 - 101 of 101 Journals sorted alphabetically
Accounting and Business Research     Hybrid Journal   (Followers: 37)
Accounting and the Public Interest     Full-text available via subscription   (Followers: 4)
Accounting Auditing & Accountability Journal     Hybrid Journal   (Followers: 35)
Accounting Education: An International Journal     Hybrid Journal   (Followers: 24)
Accounting Forum     Hybrid Journal   (Followers: 31)
Accounting, Organizations and Society     Hybrid Journal   (Followers: 47)
Advances in Accounting     Hybrid Journal   (Followers: 14)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 33)
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: 49)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 331)
Asian Review of Accounting     Hybrid Journal   (Followers: 2)
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: 19)
EURO Journal on Decision Processes     Hybrid Journal   (Followers: 3)
European Accounting Review     Hybrid Journal   (Followers: 22)
European Journal of Training and Development     Hybrid Journal   (Followers: 13)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
FOR Rivista per la formazione     Full-text available via subscription  
German Journal of Human Resource Management     Hybrid Journal   (Followers: 7)
HR Future     Full-text available via subscription   (Followers: 4)
Human Relations     Hybrid Journal   (Followers: 66)
Human Resource and Organization Development Journal     Open Access   (Followers: 6)
Human Resource Development International     Hybrid Journal   (Followers: 27)
Human Resource Development Quarterly     Hybrid Journal   (Followers: 31)
Human Resource Development Review     Hybrid Journal   (Followers: 33)
Human Resource Management     Hybrid Journal   (Followers: 91)
Human Resource Management Journal     Hybrid Journal   (Followers: 86)
Human Resource Management Research     Open Access   (Followers: 27)
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: 20)
International Journal of Accounting Information Systems     Hybrid Journal   (Followers: 8)
International Journal of Accounting, Auditing and Performance Evaluation     Hybrid Journal   (Followers: 15)
International Journal of Banking, Accounting and Finance     Hybrid Journal   (Followers: 16)
International Journal of Behavioural Accounting and Finance     Hybrid Journal   (Followers: 12)
International Journal of Critical Accounting     Hybrid Journal   (Followers: 3)
International Journal of Economics and Accounting     Hybrid Journal   (Followers: 3)
International Journal of Ethics and Systems     Hybrid Journal   (Followers: 3)
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: 57)
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 & Organizational Change     Hybrid Journal   (Followers: 6)
Journal of Accounting and Economics     Hybrid Journal   (Followers: 51)
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 Advances in Management Research     Hybrid Journal   (Followers: 2)
Journal of Chinese Human Resource Management     Hybrid Journal   (Followers: 8)
Journal of Contemporary Accounting & Economics     Hybrid Journal   (Followers: 4)
Journal of Corporate Citizenship     Full-text available via subscription   (Followers: 1)
Journal of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1)
Journal of Global Responsibility     Hybrid Journal   (Followers: 5)
Journal of HR intelligence     Open Access   (Followers: 1)
Journal of Human Capital     Full-text available via subscription   (Followers: 14)
Journal of Human Development and Capabilities : A Multi-Disciplinary Journal for People-Centered Development     Hybrid Journal   (Followers: 24)
Journal of Human Resource and Sustainability Studies     Open Access   (Followers: 1)
Journal of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
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: 7)
Journal of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 9)
Journal of Professions and Organization     Free   (Followers: 6)
Journal of Service Management     Hybrid Journal   (Followers: 9)
Kelaniya Journal of Human Resource Management     Open Access  
New Horizons in Adult Education and Human Resource Development     Hybrid Journal   (Followers: 13)
NHRD Network Journal     Full-text available via subscription  
Open Journal of Leadership     Open Access   (Followers: 19)
Organizational Behavior and Human Decision Processes     Hybrid Journal   (Followers: 77)
Pacific Accounting Review     Hybrid Journal  
Personality and Individual Differences     Hybrid Journal   (Followers: 28)
Personnel Assessment and Decisions     Open Access   (Followers: 2)
Personnel Review     Hybrid Journal   (Followers: 16)
Professions and Professionalism     Open Access   (Followers: 9)
Psychologie du Travail et des Organisations     Hybrid Journal  
Public Personnel Management     Hybrid Journal   (Followers: 14)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7)
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)
Strategic HR Review     Hybrid Journal   (Followers: 9)


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  [1141 journals]
  • Leadership Matters, But So Do Co-Workers: A Study of the Relative
           Importance of Transformational Leadership and Team Relations for Employee
           Outcomes and User Satisfaction
    • Authors: Heidi Hesselberg Lauritzen, Caroline Howard Grøn, Anne Mette Kjeldsen
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      In recent decades, public administration has taken a great interest in leadership. However, this interest has been met with concerns that the effects of leadership are overestimated compared to other relevant organizational factors. In this article, we explore the relative importance of formal, vertical leadership, specifically transformational leadership, and horizontal relations, that is, the internal team relations, for different employee outcomes and user satisfaction. We argue that both factors may work through public service motivation (PSM). Based on survey data collected in Danish nursing homes linked with a user satisfaction survey and employee sickness absence data, we find that the internal team relations have the strongest association with some outcome measures, whereas others are more substantially related to vertical leadership. We further find that the relationship between transformational leadership and these outcome measures is fully mediated by PSM, whereas this is not the case with the internal team relations.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-04-29T11:15:35Z
      DOI: 10.1177/0734371X211011618
  • Confronting Pension Reform: Public Employees’ Psychological Contract
           Breach, Negative Perception, Regret, and the Moderating Role of PSM
    • Authors: Assel Mussagulova, Chung-An Chen, Hsiang-Kai Dennis Dong
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Although pension reform has been a global trend in the last couple of decades, public administration research has seldom addressed the issue of how targeted pension reforms affect civil servants. The goal of this study is to conceptualize pension reform as the breach of the psychological contract between the government and civil servants and to understand whether it leads to the experience of regret in civil servants over choosing a government career. In doing so, this study also explores the possible role of public service motivation (PSM) in moderating the experience of regret elicited by psychological contract breach as well as the negative perception of the pension reform. The analysis of the data collected from 944 Taiwanese public employees shows that (i) both psychological contract breach and negative perception trigger regret and (ii) PSM strengthens the impacts of psychological contract breach and the negative perception of the pension reform. The findings have critical implications for both practitioners handling pension reforms and researchers interested in building a theory of PSM.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-04-22T11:20:59Z
      DOI: 10.1177/0734371X211011640
  • Love or Bread' Public Service Motivation and Fringe Benefits in the
           Retention of Police Forces in Beijing City
    • Authors: Wei Hu, Irving Yi-Feng Huang, Weiwen Yang
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Drawing upon the job demands-resources model (JD-R) and self-determination theory, this study investigates whether a set of fringe benefit initiatives taken by the police organization was able to relieve perceived work–family conflict and further reduce policemen’s intention to leave the job. A survey of 421 respondents from Beijing City Police Bureau revealed a positive relationship between work pressure, work–family conflict (WFC), and turnover intention (TI), showing that the satisfaction of fringe benefits (SFB) can moderate the linkage between WFC and TI. However, the moderating role of SFB would be crowded out when the participants possess higher level of public service motivation (PSM). This suggests that organizational support via fringe-benefit policy helps to decrease turnover intention only among employees who possess lower PSM. These findings demonstrate a special interaction of external benefits and PSM in the context of retaining police forces.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-04-15T11:29:35Z
      DOI: 10.1177/0734371X211008976
  • Intersectionality and Non-Reporting Behavior: Perceptions from Women of
           Color in Federal Law Enforcement
    • Authors: Helen H. Yu
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Since the passage of the No FEAR Act of 2002, scholars across various disciplines have examined women’s reporting behavior toward sex-based discrimination. Most of the scholarship has concentrated on why women do not report sex-based discrimination, with this study being no exception. Missing, however, from this research is the intersectionality of race and gender, as most studies capture women as a homogeneous group without regard to race or ethnicity. Using a subsample of women who responded “yes” to having experienced sex-based discrimination (n = 550) in the workplace but chose not to report the unlawful behavior, this study employs a series of mean comparisons to differentiate women’s non-reporting behavior by race or ethnicity. The findings suggest women of color as a group, as well as African-American and Latina respondents by their respective minority race or ethnic subgroup, have differences in non-reporting behavior in comparison to White women. These findings are important because they illustrate a more accurate examination of women’s reporting behavior in the workplace.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-04-15T11:27:13Z
      DOI: 10.1177/0734371X211006189
  • Closing the Gap: How Mayors’ Individual Attributes Affect Gender Wage
           Disparities in Local Bureaucracies
    • Authors: Kendall D. Funk, Angel Luis Molina
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Gender inequities in public organizations manifest in various forms, including gaps in leadership roles and compensation. Increasing women’s representation in elected offices may reduce gender inequities in the public sector. This study examines whether women’s representation in local elected offices reduces gender wage disparities among men and women serving in Brazilian municipal executive bureaucracies. The findings suggest that municipalities with women mayors and larger proportions of women on the city council have smaller gender wage gaps in the municipal executive bureaucracy than those with men mayors and few women councilors. Furthermore, statistical models that account for diversity among men and women mayors in terms of their age, education, and partisanship suggest that even men mayors that likely hold progressive attitudes do not reduce gender disparities to the same degree as most women mayors. These findings underscore the importance of women’s representation for reducing gender inequities in the public sector.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-03-16T11:30:26Z
      DOI: 10.1177/0734371X211002610
  • Assessing the Mediating Effect of Internal Communication on Strategic
           Human Resource Management and Perceived Performance: An Intersectoral
    • Authors: Jiwon Suh, Paul Battaglio
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Using five waves of Korean Workplace Panel Survey (KWPS) data, we examine the mediating effects of internal communication channels on the relationship between strategic human resource management and organizational performance. Comparing public, nonprofit, and for-profit organizations, we demonstrate significant sector differences in communication. Our analyses show that only for-profit firms have been able to tap into the advantages of internal communication channels in an effort to improve the alignment between strategic human resource management and perceptions of organizational performance. From the findings, we suggest that public and nonprofit human resource managers may have a number of structural, cultural, and knowledge barriers to effective communication.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-03-12T12:20:56Z
      DOI: 10.1177/0734371X21994185
  • Dirty Work and Emotional Labor in Public Service: Why Government Employers
           Should Adopt an Ethic of Care
    • Authors: Sharon H. Mastracci
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This article combines theories on emotional labor in public service and dirty work to argue that organizations should adopt an ethic of care to support their workers. The economics of public services undermine the consumer-sovereignty narrative in government, particularly where public servants are agents of social control and enforcement. Public servants cannot and should not behave according to a customer-service ethos in many important areas of public service. Emotional labor is the process by which workers manage the identity-damaging aspects of public service. This article critiques individual-level human resource management (HRM) approaches and recommends dismantling customer service expectations that are inappropriately applied in public-service contexts.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-02-20T11:55:37Z
      DOI: 10.1177/0734371X21997548
  • Does the Public Service Motivation Model Hold in the Caribbean'
    • Authors: Charlene M. L. Roach, Meghna Sabharwal, Romeo Abraham, Wayne Charles-Soverall
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Researchers in public administration for the past few decades are interested in exploring how public service motivation (PSM) influences turnover intentions. This study puts the theory of PSM to test in a different cultural context and explores the relationship between PSM and leadership on turnover intentions via person-organization fit (P-O fit) in public sector employees from Trinidad and Tobago and Barbados. Results of structural equation modeling indicate a significant negative relationship between senior leadership and turnover intentions, but a positive and significant relationship between PSM and turnover intentions. The positive effects of PSM on turnover are different from the Western models of motivation in the public sector. Results also show a partial mediation of PSM and turnover intentions via P-O fit. This research highlights the need for studying leadership, motivation, and turnover by utilizing a cultural and value lens to examine and understand employee behaviors in public organizations outside of North America.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-02-18T06:43:47Z
      DOI: 10.1177/0734371X21996042
  • It’s Not All the Same: Implemented and Perceived HR Practices in the
           Volunteer Context
    • Authors: Marlene Walk, Charity Scott, Laura Littlepage
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Being strategic and intentional in the management of volunteers is increasingly important to tackle volunteer retention and improve other volunteer outcomes. Drawing on strategic human resource management (SHRM), this inductive study utilizes qualitative data from interviews to explore how volunteers in a large youth organization perceive HR practices of training and recognition. Volunteer accounts are supplemented with focus group data from front-line staff to capture how HR practices are implemented. Findings indicate a disconnect between implemented and perceived HR practices in some, but not all, areas. Inconsistent and unintentional communication was the main driver for negative volunteer perceptions.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-02-09T12:52:06Z
      DOI: 10.1177/0734371X21994631
  • Motivating and Demotivating Effects of Performance-Related Pay in Swedish
           Public Sector Organizations
    • Authors: Bengt Larsson, Ylva Ulfsdotter Eriksson, Petra Adolfsson
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This study contributes to the evidence on motivational effects from performance-related pay (PRP) in the public sector. The theoretical point of departure is that the practical organization and administration locally affect the motivational effects of PRP. The analysis is based on surveys administered to employees (including managers) in Swedish public sector organizations at municipal, regional, and state levels. One of the main conclusions is that PRP is not motivating or demotivating per se, but can be both motivating and demotivating within in the same organization. The (de/)motivational effect depends on the local level organization and practices of PRP, particularly the quality of the performance appraisal dialogue. While confirming the importance of justice perceptions, it also shows the effects of managers’ and employees’ preparations, knowledge of criteria, the quality of the performance appraisal dialogue, and the manager’s evaluation style, while controlling for justice perceptions and background variables.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-01-30T07:12:30Z
      DOI: 10.1177/0734371X21990836
  • What Makes Performance-Related Pay Effective in the Public Sector'
           Target, Pay Design, and Context
    • Authors: Jinsol Park
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      While performance-related pay (PRP) has been implemented in most OECD countries over the past four decades, its effectiveness is still up for debate. What is under-investigated in the previous literature is under what conditions the public sector can effectively implement an optimal design of a PRP system. This study investigates how the target of PRP, the design of performance pay, and organizational context affect the effectiveness of PRP. The findings indicate that PRP has a positive association with organizational performance but the aspects of performance it affects differ depending on to whom it is implemented and how PRP is designed. This study also finds that the positive effect of PRP for top executives is attenuated if organizational outcomes are not easily observable. This article suggests that public managers should pay careful attention to employee characteristics, pay design, and organizational contexts for the successful implementation of PRP in the public sector.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-01-29T11:56:11Z
      DOI: 10.1177/0734371X21990722
  • The Impact of Gender Diversity and Disparity on Organizational
           Performance: Evidence from Korean Local Government-Owned Enterprises
    • Authors: Sunmin An, Soo-Young Lee
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Previous studies have shown inconsistent results regarding the impact of diversity on organizational performance. To address this issue, it is imperative to not only discuss diversity with regard to numerical balance, but also hierarchical composition of groups. We categorized diversity into variety and disparity. Variety refers to the categorical composition of groups and disparity indicates the vertical distribution of power or the power dynamics between groups. Focusing on gender diversity, we conduct empirical research on the impact of diversity on organizational performance. We find that variety as well as disparity, that is, the evenly distributed power between groups, have positive impacts on organizational performance. These results imply that diversity is practically beneficial to organizations with multifaceted characteristics. We suggest that beyond considering the normative view, social movements promoting gender-equal employment in overall levels and managerial positions should emerge and be discussed as a strategy to enhance organizational performance.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-01-29T11:54:30Z
      DOI: 10.1177/0734371X21990718
  • Incentives Can’t Buy Me Knowledge: The Missing Effects of Appreciation
           and Aligned Performance Appraisals on Knowledge Sharing of Public
    • Authors: Caroline Fischer
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This study examines whether incentives affect public employees’ intention to share knowledge. Tested incentives satisfy needs for either achievement or appreciation. Both treatments were tested on implicit as well as explicit knowledge sharing. A 2 × 3 factorial survey experiment was designed to observe within-person and between-person effects. Data were collected from public employees in the core administration and healthcare sector (n = 623) in 2018. The analysis indicates that both treatments positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found in either type of knowledge sharing. No negative effect of the tested incentives on knowledge sharing was observed. Hence, incentives might not harm knowledge sharing but also do not pay off in organizational practice. In contrast to these motivation-enhancing human resource practices, ability and opportunity-enhancing practices should be tested to foster knowledge sharing.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-01-16T06:23:09Z
      DOI: 10.1177/0734371X20986839
  • Resilience in Public Sector Managers
    • Authors: Geoff Plimmer, Evan M. Berman, Sanna Malinen, Esme Franken, Katharina Naswall, Joana Kuntz, Karl Löfgren
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      This study discusses the concept of employee resilience (ER), defined as the capability to use resources to continually adapt and flourish at work, even when faced with challenging circumstances. The concept is grounded in positive psychology and conservation of resources (COR) theory and complements other concepts such as coping which describe employees and managers adapting to challenge and change. This study validates a scale of ER and examines attributes and job factors associated with heightened ER in public sector line managers. Study results show that heightened ER is associated with public service motivation (PSM), employees’ pro-social skills and constructive leadership by supervisors. ER is also associated with a climate for innovation. Theoretical and practical implications for strengthening employees’ resilience in public organizations are discussed.
      Citation: Review of Public Personnel Administration
      PubDate: 2021-01-15T09:23:06Z
      DOI: 10.1177/0734371X20985105
  • Book Review: Reframing nonprofit organizations: Democracy, inclusion, and
           social change
    • Authors: Seth J. Meyer
      Abstract: Review of Public Personnel Administration, Ahead of Print.

      Citation: Review of Public Personnel Administration
      PubDate: 2020-12-31T11:02:07Z
      DOI: 10.1177/0734371X20986970
  • Trust in Multi-Level Managers and Employee Extra-Role Behavior in the US
           Federal Government: The Role of Psychological Well-Being and Workload
    • Authors: Nhung Thi Hong Nguyen, Luu Trong Tuan
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Extant research on trust in public administration focuses on trust in a specific level of management, ignoring the connection of trust in different management levels and their effects on employees. Building on the trickle-down and trickle-up models, this study proposes that employee trust in senior leaders fosters their trust in direct supervisors and vice versa. Also, drawing on the job demands-resources model, we argue that trust in senior leaders and direct supervisors indirectly affects extra-role behavior through psychological well-being, and that workload moderates the above effects. Moreover, as leaders and supervisors play complementary roles, we predict that trust in senior leaders and trust in direct supervisors positively interact to enhance psychological well-being. Using the latent moderated structural model with data from the 2019 Federal Employee Viewpoint Survey, we find empirical support for our hypotheses. This study broadens scholarly knowledge about the connection of trust in multi-level managers and their effects on employees’ attitudinal and behavioral outcomes.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-12-15T07:46:46Z
      DOI: 10.1177/0734371X20979683
  • Public Service Motivation and Prosocial Rule-Breaking: An International
           Vignettes Study in Belgium, Germany, and the Netherlands
    • Authors: Kristina S. Weißmüller, Lode De Waele, Arjen van Witteloostuijn
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      We theorize that people with high Public Service Motivation (PSM) are especially prone to engage in prosocial rule-breaking (PSRB) behavior, which ultimately leads to discriminatory practices, particularly for clients associated with positive affect. We conduct an original vignette study in three countries (Belgium, Germany, and the Netherlands) with 928 observations in total. Our findings provide tentative behavioral evidence on a linear relationship between PSM and the likelihood of PSRB and a strong positive association with client likeability, which is an asymmetric relationship: Negative affect cues have a larger negative effect than positive affect cues have a positive effect on PSRB. Although our results vary across the three country studies regarding the effects of PSM, overall, the results imply that high-PSM individuals have a tendency to being more likely to engage in PSRB and that clients who are perceived as more favorable will receive a less strict application of bureaucratic rules compared to less favorable clients.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-12-08T05:36:22Z
      DOI: 10.1177/0734371X20973441
  • Trends in State Whistleblowing Laws Following the Whistleblower Protection
           Enhancement Act of 2012
    • Authors: Patrick C. Exmeyer, So Hee Jeon
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Recognizing the importance of whistleblower protection, government has equipped itself with legal tools to protect whistleblowers. At the federal level, the Whistleblower Protection Enhancement Act (WPEA) of 2012 represents the most recent legislative action protecting whistleblowers. Currently, all 50 states have their own whistleblower protection laws. However, given the variations among states in statutory protections for whistleblowers, a need exists to examine important changes to state whistleblower laws in light of larger legislative trends at the federal level. This study addresses this research gap by exploring how state whistleblower protection laws have changed following passage of the 2012 WPEA through the lens of institutional theory. Content analysis findings suggest that post-WPEA state whistleblower laws have adopted changes directly reflecting WPEA provisions. The findings further suggest that post-WPEA state whistleblower laws also contain changes which display loose connection to primary components of the WPEA.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-12-08T05:35:22Z
      DOI: 10.1177/0734371X20978449
  • Whistleblowing Motivation and Gender: Vignette-Based Study in a Local
    • Authors: Palina Prysmakova, Michelle D. Evans
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Public administration literature has been building more evidence about whistleblowing and gender, and whistleblowing and public service motivation. Yet, despite the well-developed theoretical argument of the socialization effect on public service motivation and gender, little effort has been undertaken to study their simultaneous relationships with whistleblowing. This study fills this gap suggesting that whistleblowing mechanisms for the public sector should allow no room for gender differences and should guarantee equal access to the procedure. A constant-variable-value vignette study conducted with 799 respondents from a large local government in Poland reveals strong gender effects, that overshadow previously supported positive association between public service motivation and corruption reporting. Namely, despite the confirmed positive association between PSM levels and whistleblowing intentions, highly public service motivated women are less inclined to report a misconduct of their supervisors than men. The socialization context relevant to the study location is discussed in the conclusion.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-11-05T11:38:11Z
      DOI: 10.1177/0734371X20967982
  • Walking the Walk: Does Perceptual Congruence Between Managers and
           Employees Promote Employee Job Satisfaction'
    • Authors: Miyeon Song, Kenneth J. Meier
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      Public managers and employees should be on the same page for successful performance. Managers’ self-evaluations of their own management, however, often do not match employees’ evaluations. Despite the consistent findings of a discrepancy between managers’ and employees’ perceptions of management, little research has examined how this perceptual incongruence affects employee job satisfaction. The present study addresses this question using parallel surveys from both managers and employees in the context of public education. The findings suggest managers overestimate their management effectiveness in general. As the perceptual gap between managers and employees increases, employees are less likely to be satisfied with their organization and their profession. We also find that this relationship is nonlinear, and the negative effects of incongruence could be accelerated when employees have considerable consensus about management. This study highlights the role of perceptual congruence in creating a better work environment and promoting job satisfaction for public employees.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-10-26T07:05:54Z
      DOI: 10.1177/0734371X20966646
  • When Knowing is Caring: Examining the Relationship Between Diversity
           Exposure and PSM
    • Authors: Stephen Holt, Heasun Choi
      Abstract: Review of Public Personnel Administration, Ahead of Print.
      While public service motivation (PSM) provides an important theory for understanding the motivations that underpin public sector worker behavior, theoretical connections to the institutional forces that produce and shape PSM remains underexamined. Given other-orientated motives that define part of PSM, exposure to peers from a variety of social backgrounds presents an input that may shape PSM earlier in life. Drawing on insights from intergroup contact theory, we use a nationally representative dataset of high school sophomores to examine the effect of school-level diversity along demographic and socioeconomic dimensions on students’ PSM-related values. Specifically, we use a fixed-effects approach to isolate the contribution of 10th grade exposure to students of a different race or socioeconomic background on 12th grade measures of PSM-related values. We find attending schools with a balanced mix of different-race students has a large and statistically significant impact on students’ PSM-related values by the end of secondary school.
      Citation: Review of Public Personnel Administration
      PubDate: 2020-10-23T12:37:22Z
      DOI: 10.1177/0734371X20966652
  • 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
    • 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
    • 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
    • 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
    • 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
    • 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
      First page: 384
      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
  • Book Review: Dehart-Davis, L. Creating Effective Rules in Public Sector
    • Authors: Zachary Mohr
      First page: 411
      Abstract: Review of Public Personnel Administration, Ahead of Print.

      Citation: Review of Public Personnel Administration
      PubDate: 2020-09-25T09:46:09Z
      DOI: 10.1177/0734371X20961559
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