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Authors:Robert Roberts Abstract: Public Personnel Management, Ahead of Print. The article examines President Trump’s authority to reinstate Executive Order (EO) 13957, which established a new Policy/Career Schedule for federal executive branch employees with policy-influencing positions. The order seeks to move many of the ... Citation: Public Personnel Management PubDate: 2025-06-04T03:49:16Z DOI: 10.1177/00910260251340103
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Authors:Oscar Nuwagaba; Yousueng Han, Sun Young Kim Abstract: Public Personnel Management, Ahead of Print. While employee empowerment is widely recognized as a catalyst for innovative behavior, the mediating mechanisms underlying this relationship are not well understood. This study examines the potential encouraging and discouraging pathways through which ... Citation: Public Personnel Management PubDate: 2025-05-30T12:12:02Z DOI: 10.1177/00910260251340741
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Authors:Young-joo Lee; Hyunseok Hwang, Sungdae Lim, Taewon Yoon Abstract: Public Personnel Management, Ahead of Print. This study examines and compares how the perceptions of individual- and organization-level work environments relate to millennial and older generation civil servants’ turnover intention, using the 2021 survey of South Korean government employees. Both ... Citation: Public Personnel Management PubDate: 2025-05-30T12:10:09Z DOI: 10.1177/00910260251334041
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Authors:Jeeyeon Kim Abstract: Public Personnel Management, Ahead of Print. Passive representation of socially marginalized identities is important as it is closely connected with the government’s responsiveness. However, gauging the accurate level of passive representation of invisible identities is complicated, as individuals ... Citation: Public Personnel Management PubDate: 2025-04-21T07:29:32Z DOI: 10.1177/00910260251334046
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Authors:Beth M. Rauhaus; Laine P. Shay, Wendi Pollock Abstract: Public Personnel Management, Ahead of Print. As street-level bureaucrats have become increasingly diverse, scholars have devoted considerable attention to issues related to diversity, including strategies to prevent workplace discrimination. However, most of this research focuses on diversity in the ... Citation: Public Personnel Management PubDate: 2025-03-28T12:48:00Z DOI: 10.1177/00910260251326616
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Authors:Kyuwoong Kyeong Abstract: Public Personnel Management, Ahead of Print. Continuous improvement of administrative quality requires public organizations to adapt and embrace change. In this context, change-oriented organizational citizenship behavior (OCB) has garnered attention because it enables exploring the micro components ... Citation: Public Personnel Management PubDate: 2025-03-15T11:31:12Z DOI: 10.1177/00910260251325269
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Authors:J. Travis Bland; Ty Dooley, Adam Williams Abstract: Public Personnel Management, Ahead of Print. This study uses a trauma-informed conservation of resources lens to investigate the potential spillover effects of nonwork anti-Black discrimination in the workplace. The research surveys 442 public sector employees and, using a partial least-squares ... Citation: Public Personnel Management PubDate: 2025-03-05T10:29:25Z DOI: 10.1177/00910260251320389
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Authors:Taehee Kim, Minji Oh; Minji Oh Abstract: Public Personnel Management, Ahead of Print. The importance of retaining and motivating employees from a human resources management perspective has intensified the focus on organizational commitment and work-life balance. Despite extensive research on factors influencing organizational commitment, empirical evidence remains inconclusive, particularly regarding perceived work-life spillover and flexibility. In the Asian context, female workers often bear a greater share of caregiving responsibilities, yet studies specifically targeting female workers remain limited. This study addresses these gaps by examining the impact of work-to-life spillover on organizational commitment and the moderating effect of workplace flexibility (flextime) among Korean women managers. In addition, sectoral differences were analyzed using data from the 2016 and 2018 Korean Women Manager Panel (KWMP) compiled by the Korean Women’s Development Institute (KWDI). The findings revealed that both negative and positive spillover significantly influence organizational commitment. Moreover, the actual use of flextime was found to mitigate the negative effects of spillover on organizational commitment. From a human resource management (HRM) perspective, these results underscore the importance of not only providing workplace flexibility systems but also ensuring their effective use. In addition, the findings emphasize the need for institutional support tailored to sector-specific contexts to address work-life spillover challenges effectively. Citation: Public Personnel Management PubDate: 2025-03-04T12:27:15Z DOI: 10.1177/00910260251319817
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Authors:Sang Eun Lee Abstract: Public Personnel Management, Ahead of Print. Using data from the 2019 Federal Employee Viewpoint Survey (FEVS) and FedScope administered by the U.S. Office of Personnel Management (OPM), this study explores the relationship between gender, employee empowerment, and organizational performance in the public sector, with a focus on how this relationship is affected by women’s representation in leadership. The results show that women experience higher levels of psychological empowerment than men, which has a positive impact on organizational performance. However, in organizations with lower representation of women in leadership roles, while women continue to experience higher psychological empowerment, they report lower levels of managerial empowerment than men, which is associated with reduced organizational performance. This research underscores the importance of promoting representative bureaucracies in public organizations to increase diversity, support democratic governance, and contribute to more equitable and inclusive societies. Citation: Public Personnel Management PubDate: 2025-02-25T09:26:31Z DOI: 10.1177/00910260251318515
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Authors:Larra Rucker, Valerie H. Hunt, Brinck Kerr; Valerie H. Hunt, Brinck Kerr Abstract: Public Personnel Management, Ahead of Print. Previous research finds evidence of gender-based occupational segregation and pay inequities in public-sector state agencies. Frequently, this research is based on EEO-4 data from the U.S. Equal Employment Opportunity Commission (EEOC). These data include all municipal and state employers (with over 100 employees) throughout the public sector, except public schools and higher education. EEOC data include information on all state employees in every state, but these data are subject to content, access, and reporting limitations. Our analysis of individual-level data on administrators (N = 10,331) and professionals (N = 37,213) provided by four states for 2022—Arkansas, Connecticut, North Dakota, and Texas—finds evidence of gender-based occupational segregation and pay inequities in many occupations and agencies. Women tend to be concentrated in those positions with less policy-making discretion and power. Furthermore, gender-based pay inequities often persist, even after controlling for years of service, state, and policy type. Citation: Public Personnel Management PubDate: 2025-02-25T09:26:28Z DOI: 10.1177/00910260241312676
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Authors:Maude Boulet, Julie Dextras-Gauthier; Julie Dextras-Gauthier Abstract: Public Personnel Management, Ahead of Print. Drawing on the Culture-Work-Health model, this research aims to determine public organizational culture profiles and assess the mediating role of HRM satisfaction in the relationship between public cultures and quality of working life (QWL). To achieve these objectives, a content analysis of the value statements of 26 public organizations in Quebec (Canada) was carried out, and an online survey of 784 public servants working in these organizations was conducted. The coupling of qualitative and quantitative data enabled cluster analyses and structural equation models to be performed. In Study 1, 51 public values were identified and grouped into seven categories. Cluster analysis revealed five public culture profiles: agile excellence, ethical benevolence, new public management (NPM), public interest protector, and sustainable benevolence. In Study 2, the associations between these profiles, satisfaction with HRM practices, and QWL were examined using the sample of civil servants. The results show that some types of public culture have a direct effect on QWL, while others have an indirect effect via satisfaction with HRM practices. In any case, public administrators should formulate their value statement with great interest since the articulation of the displayed values has significant implications for civil servants’ QWL. Citation: Public Personnel Management PubDate: 2025-02-21T11:13:51Z DOI: 10.1177/00910260251318716
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Authors:Luke Fowler, Chris Birdsall; Chris Birdsall Abstract: Public Personnel Management, Ahead of Print. Public employees working away from the office has become more common in recent years, but the impact of these changes is not fully understood. This study considers whether out-of-office work culture impacts how employees come to make sense of their organizations, jobs, and work life, and, in turn, how this may affect job satisfaction. Using Stata 15’s random sampling tool, the authors employ Structural Equation Modeling of three random samples of 2,000 respondents from the 2022 Federal Employee Viewpoint Survey. Findings indicate that employees are likely to perceive more goal clarity and support for work–life balance where out-of-office work proliferates, leading to higher job satisfaction. By altering how employees interact with their colleagues, working away from the office often leaves employees with clearer perceptions of organizational goals and boundaries around their work lives. In turn, this supports higher job satisfaction as public servants have a stronger understanding of their work identities. This adds further dimension to understanding how the push toward telework or similar arrangements impacts organizations and employees in the public sector. Citation: Public Personnel Management PubDate: 2025-02-19T10:59:49Z DOI: 10.1177/00910260251316525
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Authors:Phil Kim, Wonhyuk Cho, Daewook Kim; Wonhyuk Cho, Daewook Kim Abstract: Public Personnel Management, Ahead of Print. Personnel shortages are presenting significant challenges for many municipalities, as well-qualified civil servants in smaller cities and non-urban areas leave their positions. Given this dynamic, understanding how local government employees perceive staff shortages is key to designing effective strategies for promoting staff well-being and productivity. This article analyzes the influence of public service motivation (PSM) on shaping the perceptions of job demand and resources in local governments, through an experimental design (n = 120) and a survey of local government employees (n = 414), and further interprets the findings through semi-structured interviews. The experiment results show evidence of bi-directional effects—activating PSM heightened the perceived severity of staff burnout, while simultaneously lowering the perceived need for increased manpower. These findings suggest that PSM may raise an individual’s expectations of their job, which is possibly associated with feelings of frustration with current demands in local government. Conversely, the reduced perception of the need for additional manpower may show an increased sense of responsibility toward the job and willingness to overstretch for the local communities they serve. The employee survey results show that perceptions of the causes and solutions of staff shortages vary depending on their managerial rank, years of experience, and marital status. Citation: Public Personnel Management PubDate: 2025-02-08T05:53:54Z DOI: 10.1177/00910260251314156
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Authors:Rick T. Borst, Rutger Blom, Wouter Vandenabeele; Rutger Blom, Wouter Vandenabeele Abstract: Public Personnel Management, Ahead of Print. Although the employability of employees has increasingly become an issue for both public and private employers, the employability in especially public organizations is under pressure due to its relatively aging workforce compared to the private sector. Moreover, scholars argue that employability outcomes such as work engagement are particularly under pressure among public-sector employees relative to private-sector employees because public-sector employees have to deal with red tape and experience possible hindrance of their public service motivation (PSM). At the same time, these propositions are understudied, and scholars call for more contextualized research comparing the public and private sectors. This study therefore compares the moderating effects of PSM and red tape in the relationships between perceived employability and work engagement across the public and private sectors. Based on comparative structural equation modeling on samples of Dutch government employees (N = 9,427) and private-sector employees (N = 2,057), it is concluded that PSM undermines the relation between perceived internal and external employability and work engagement of both public- and private-sector employees, respectively. Moreover, red tape is less undermining for public-sector employees in the relationships between respectively perceived internal and external employability and work engagement than for private-sector employees. Based on the results, contributions are discussed. Citation: Public Personnel Management PubDate: 2025-02-05T10:24:55Z DOI: 10.1177/00910260241312933
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Authors:Intae Choi Abstract: Public Personnel Management, Ahead of Print. This study investigates the relationship between ethical leadership and employee turnover within U.S. federal agencies. Ethical leadership can be characterized by leaders’ adherence to ethical values such as honesty and integrity. Using longitudinal data, this research examines whether ethical leadership can reduce turnover intention and actual turnover. The findings reveal that ethical leadership significantly lowers both turnover intention and actual turnover, suggesting that ethical leadership can foster employee retention. However, this study also finds that the relationship between ethical leadership and actual turnover is not significantly mediated by turnover intention. Citation: Public Personnel Management PubDate: 2025-02-04T12:07:09Z DOI: 10.1177/00910260251314543
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Authors:Thomas S. Hyslip, Thomas J. Holt; Thomas J. Holt Abstract: Public Personnel Management, Ahead of Print. Research on the occupational responses of federal government employees has grown dramatically over the last 40 years. Though invaluable, few have explored these issues in federal law enforcement populations who operate within diverse working environments that differ from traditional state and local police agencies, and other civil servants. In addition, their working lives can be impacted by political factors beyond their control, such as government shutdowns. These concerns may drive their occupational experiences, leading to different correlates for job stress and satisfaction compared to other law enforcement officers. This study attempts to explore the relationship between federal agents’ and officers’ perceptions of their organization, personal background, and concerns regarding government shutdowns and their occupational experiences. Responses from 891 respondents serving in 72 federal law enforcement agencies across the whole of the US government were used to conduct two separate ordinary least squares regression models for occupational stress and satisfaction, respectively. The implications of this study for our understanding of the dynamics shaping the experiences of the federal workforce and policies to improve their working lives are explored in detail. Citation: Public Personnel Management PubDate: 2025-01-09T09:46:13Z DOI: 10.1177/00910260241309143
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Authors:Hasan Muhammad Baniamin, Ishtiaq Jamil, Narendra Raj Paudel, Prabin Babu Dhakal; Ishtiaq Jamil, Narendra Raj Paudel, Prabin Babu Dhakal Abstract: Public Personnel Management, Ahead of Print. This study investigates whether female superiors can be considered a form of management capital. To explore this, our research question is: Do female superiors receive higher compliance with management directives from their subordinates than male superiors' Using a survey experiment with Nepalese civil servants (n = 858), the study finds that compliance with managerial directives is higher when the superior is female. This effect may be influenced by the differing attitudes typically associated with male and female superiors (agentic vs. communal). The research reveals gender dynamics among subordinates, showing that female subordinates are more reluctant to comply with male superiors compared to male subordinates. However, their willingness to comply increases when the request comes from a female superior. This variation may stem from female subordinates perceiving male superiors as less considerate than female superiors, particularly when assigning tasks such as carrying out inspections in remote hilly areas. Citation: Public Personnel Management PubDate: 2024-12-07T06:54:41Z DOI: 10.1177/00910260241303823
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Authors:Susan Quinn, Wahed Waheduzzaman, Nikola Djurkovic; Wahed Waheduzzaman, Nikola Djurkovic Abstract: Public Personnel Management, Ahead of Print. Organizational culture can significantly influence the prevalence of bullying in workplaces. However, there is a dearth of empirical research that thoroughly investigates the various aspects of organizational culture directly linked to bullying behaviors in public sector organizations. To address this gap, a research study was conducted, interviewing senior-level managers across the Victorian Public Sector (VPS), Australia, aiming to identify the cultural elements contributing to bullying behaviors in their workplaces. Utilizing Schein’s organizational culture framework, this study reveals that hierarchical power distance, bureaucratic control, bullying as a political tactic, inaction against bullying incidents, and leaders’ prerogative are the primary cultural features that foster a negative environment and escalate bullying levels. It is imperative for organizations to recognize and rectify these cultural issues to prevent bullying behaviors and foster a safe and respectful workplace culture. Citation: Public Personnel Management PubDate: 2024-11-16T12:51:00Z DOI: 10.1177/00910260241287619
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Authors:Jolien Muylaert, Adelien Decramer, Beatrice I. J. M. Van der Heijden, Mieke Audenaert; Adelien Decramer, Beatrice I. J. M. Van der Heijden, Mieke Audenaert Abstract: Public Personnel Management, Ahead of Print. Red tape forms a major threat to many public organizations around the world. Building on the Job Demands–Resources model, supplemented by arguments from the psychological process theory of red tape, this study explores how and when red tape affects teachers’ employability competences (i.e., balance, anticipation and optimization, and personal flexibility). Analyses (N = 908 teachers; 92 school leaders) revealed a negative relationship between red tape, on one hand, and balance and personal flexibility, on the other hand, through perceived impact on work outcomes. Interestingly, the analyses also revealed that when organizations provide sufficient developmental rewards to their employees, the negative consequences of red tape on perceived impact are buffered, which indirectly also benefits employees’ balance and personal flexibility. Citation: Public Personnel Management PubDate: 2024-11-16T12:05:27Z DOI: 10.1177/00910260241294152
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Authors:Wenyan Tu; Shanghai, China Abstract: Public Personnel Management, Ahead of Print. Extrinsic and intrinsic systems of control are two prominent determinants of bureaucratic behavior. An exploration of the respective effects of the two forms of control may overlook that they often interact to exert impacts on bureaucrats. Drawing on a dataset of 870 civil servants in China, this study examines the interactive effect of extrinsic controls and intrinsic public service motivation (PSM) on blame avoidance. Three extrinsic interventions are explored: contingent rewards, punishment, and peer influence. The results show that contingent rewards may inhibit blame avoidance, and civil servants with higher PSM are more likely to be incentivized by reward contingency to contain their blame-avoiding propensity. Furthermore, extrinsic punishment may provoke bureaucrats’ intention to avoid blame, but PSM can inhibit this propensity. Finally, bureaucrats with higher PSM are more inclined to be invigorated by their peers’ industriousness, whereas those low in PSM tend to shift responsibilities to their more hard-working associates. Citation: Public Personnel Management PubDate: 2024-10-19T10:12:28Z DOI: 10.1177/00910260241283549
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