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Whitford, Andrew B., H. Brinton Milward, Joseph Galaskiewicz, and Anne M. Khademian. "A Place at the Table: Organization Theory and Public Management." Perspectives on Public Management and Governance 3, no. 2 (March 20, 2020): 77–82. http://dx.doi.org/10.1093/ppmgov/gvaa008.
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Abstract In November 2018, the University of Arizona’s School of Government and Public Policy hosted an international workshop on the role of organization theory in public management. The intention was to renew interest in organization theory in public management research. Scholars such as Herbert Simon, Herbert Kaufman, and Richard Selznick made seminal contributions to organization theory through the study of public organizations from the 1940s through the 1960s. In our estimation, organization theory is underrepresented in public administration scholarship for the last several decades. There are natural reasons for this trend, including the discipline’s turn towards organizational behavior and the ascendancy of techniques that advance the study of large datasets and those that allow for experimental control. The recent emergence of “behavioral public administration” is a prominent example of this evolution. This symposium is an attempt to make a place at the table of public management for organization theory. The articles in this symposium contain articles from scholars who operate in the tradition of classic organization theory in new and innovative ways to lend intellectual purchase to studies of public organizations and public organizational networks.
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Ogar, Joseph Nkang, and Nweake Christopher Ude. "Organizational Dynamics and Public Service Ethics in Nigeria." PINISI Discretion Review 1, no. 1 (May 19, 2020): 217. http://dx.doi.org/10.26858/pdr.v1i1.13628.
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The selection of 'right man' for 'right job' and his/her orientation in administrative philosophy and social values need to be reinforced by effective systems for ethical administration as they create 'conducive' or 'non conducive' environment Numerous studies have indicated that organization climate and atmosphere will play a dominant role in influencing individuals with appropriate attitudes and skills. Keeping this in view, this work focuses on the important aspects of organization and their impact on ethical behavior of administrators. Some of the important issues raised are to what extent hierarchy influences ethical behavior. How rules and procedures influence administration. Whether ethics institutions and codes of conduct help achieve public service ethics? This method used in this research is context textual analysis.
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Vigoda, Eran. "Internal Politics in Public Administration Systems." Public Personnel Management 29, no. 2 (June 2000): 185–210. http://dx.doi.org/10.1177/009102600002900203.
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Politics is one of the most common yet least studied phenomena in organizations. This study examines employees' perceptions of organizational politics in the public sector and suggests that it mediates the relationship between job congruence (e.g., person-organization fit and level of met-expectations) and employee performance (e.g., organizational citizenship behavior [OCB] and in-role performance). A survey was conducted among 303 individuals in public personnel from two local municipalities in the north of Israel (first survey). Supervisors completed an assessment of employees' OCB and in-role performance six months later (second survey). Path analysis using LISREL VIII was implemented to evaluate two alternative models, direct and indirect. Findings of the study show that the indirect model fits the data better than the direct model, and therefore supports a mediating effect of perceptions of organizational politics scale (POPS) on the relationship between job congruence and employee performance. Structural coefficients among the research variables promote the theory on the affect of job congruence and POPS on OCB and in-role behavior. The findings contribute both to the understanding of antecedents of POPS as well as to the exploration of some of its consequences. The paper concludes with several implications and suggestions for further inquiry into politics in public administration systems.
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Kelman, Steven. "5 Public Administration and Organization Studies." Academy of Management Annals 1, no. 1 (December 2007): 225–67. http://dx.doi.org/10.5465/078559810.
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Kelman, Steven. "5 Public Administration and Organization Studies." Academy of Management Annals 1, no. 1 (December 2007): 225–67. http://dx.doi.org/10.1080/078559810.
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Kristina. "The Organizational Communication Perspective Theory." Journal of Sosial Science 1, no. 3 (July 26, 2020): 61–74. http://dx.doi.org/10.46799/jsss.v1i3.37.
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Public sector organizations are undergoing a transformation in management style. Not only is the behavior of government agencies increasingly being carried out like business, where managers play a central role, but aspects of client service are also becoming more important. Communication is input or message from one person to another. Organizations need communication to streamline their work and carry out tasks in a perfect way. Communication is the art of sending messages and receiving the same in the form of feedback. The success of an organization is highly dependent on effective organizational communication patterns. This study aims to understand communication in achieving the objectives of government organizations. Furthermore, this study discusses effective communication in government organizations.
Keywords: Organization Communication, Internal and External.
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Andrews, Rhys. "Organizational Size and Social Capital in the Public Sector." Review of Public Personnel Administration 37, no. 1 (August 1, 2016): 40–58. http://dx.doi.org/10.1177/0734371x16643575.
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Organization theory suggests that the strength of the ties between employees is likely to be weaker in large organizations, but that decentralization of decision making can help generate norms of collaboration, trust, and shared mission. This article explores the separate and combined effects of size and decentralization on perceptions of organizational social capital in central government agencies in Europe. The statistical results suggest that there is a negative relationship between organization size and organizational social capital and a contrasting positive relationship between decentralized decision making and social capital. Further analysis revealed that decentralization of key decisions can overcome the internal social dysfunctions associated with being a big organization. Theoretical and practical implications are discussed.
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White, Orion. "David farmerʼs body of work: A retrospective and prospective view." International Journal of Organization Theory & Behavior 19, no. 1 (March 1, 2016): 103–12. http://dx.doi.org/10.1108/ijotb-19-01-2016-b009.
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David Farmerʼs work is too often misunderstood, perhaps because of the truly imaginative metaphors that he employs for expressing it, and the seemingly paradoxical prescriptions that it leads to at the level of practical action. This problem is helped by elaborating the grounding in which his work is at least implicitly set (namely, Traditionalism in American public administration) and by considering its congruence and compatibilities with the best of such contemporary organization theory as Demingʼs approach to organizational and management practice. With such clarified understanding, it becomes obvious that his work opens the way to a truly new 21st century model of public administration both in theory and in application.
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Shapira-Lishchinsky, Orly, and Tania Levy-Gazenfrantz. "Citizenship behavior and misbehavior among superintendents." Journal of Educational Administration 58, no. 1 (August 19, 2019): 1–18. http://dx.doi.org/10.1108/jea-03-2019-0034.
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Purpose The purpose of this paper is to explore an integrative model which includes specific intentions that may explain the contradictory citizenship behaviors and misbehaviors among superintendents in Israel. Design/methodology/approach In total, 518 superintendents from seven Israeli Ministry of Education district offices were randomly selected. Based on sequence theory, the study examined motivational perceptions of authentic leadership, psychological empowerment and collective efficacy, and their relationships toward intentions to engage in organizational citizenship behavior (OCB) and organizational misbehavior (OMB) which may lead to OCB and OMB. The research combined self-reports and computer records. The model was analyzed using Mplus statistical packages. Findings The authors found that intentions to be late positively predicted lateness, while intentions to leave predicted OMB. In addition, the study indicates several mediating relationships. For example, intentions to engage in OCB-organization and OCB-individual fully mediated the relationship between “self-determination” of psychological empowerment and OCB. In addition, intention to leave mediated the relationship between authentic leadership and lateness. Originality/value Across nationalities, superintendents greatly impact the educational processes in their districts. Their high status in the educational system makes them role models. Therefore, it is important to investigate their behaviors and motivations. The findings may contribute toward developing an integrative approach that can predict the superintendents’ behaviors by suggesting specific intentions that can explain corresponding behaviors. This model may also help in developing educational policies for reducing the superintendents’ OMB and increasing their OCB.
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Moloney, Kim, and David H. Rosenbloom. "Creating Space for Public Administration in International Organization Studies." American Review of Public Administration 50, no. 3 (November 15, 2019): 227–43. http://dx.doi.org/10.1177/0275074019888498.
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The emergent global administrative order includes more than 800 international and regional organizations. Just as the rise of the modern state placed greater importance on the study of public administration, the growth of multistate organizations, their agendas, and personnel require research that draws upon contemporary and classical public administrative thought. This article employs multiple lenses to explore the utility of public administrative theory and empirically based knowledge in analyzing the behavior of international and regional organizations. Specifically, while remaining cognizant of differences between international organizations and sovereign states, we consider the utility of the politics–administration dichotomy, representative bureaucracy, individual and employee due process and other rights, and broader questions of accountability in understanding the administrative life and influence of international organizations in global governance.
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Cheng, Albert. "Do Personnel Policies Matter for Organizational Mission Coherence? A Public School Test." Review of Public Personnel Administration 36, no. 4 (August 2, 2016): 347–69. http://dx.doi.org/10.1177/0734371x15587981.
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Public administration theory suggests that building mission coherence within an organization is important for its effectiveness. Personnel policies may influence the capacity to foster mission coherence. Through hiring or dismissal, managers could compose a staff of workers who match with the organizational mission and abide by its associated norms and values. Policies that limit the manager’s influence over personnel may have the opposite effect. This article empirically tests this link between personnel policies and mission coherence within the U.S. public schools system. Ordinary least squares regression is used to analyze a nationally representative sample of nearly 6,500 schools. Results indicate that schools where administrators have greater influence over hiring decisions or face fewer formal barriers against dismissing teachers tend to have teachers who report greater mission coherence. Implications for theory and practice as well as study limitations are also discussed.
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Jin, Myung H., Bruce D. McDonald, Jaehee Park, and Kang Yang Trevor Yu. "Making public service motivation count for increasing organizational fit: The role of followership behavior and leader support as a causal mechanism." International Review of Administrative Sciences 85, no. 1 (March 9, 2017): 98–115. http://dx.doi.org/10.1177/0020852316684008.
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Many studies in public administration have modeled employees’ person–organization fit perceptions as a function of public service motivation, but previous work has not adequately addressed the causal relationship between these concepts. This article represents the first attempt to explain the “black box” that links public service motivation to person–organization fit. Given the various positive benefits associated with person–organization fit in the literature, an understanding of the mechanisms that underpin its relationship with public service motivation has important managerial implications for leaders regarding their interactions with individual employees. Extending the work-based affect model designed by Yu, we explore how PSM increases person–organization fit perceptions through employee followership and leader support as a potential causal chain. The results from a survey of 692 faculty members at a public university are consistent with the predicted three-path mediation model. Among these respondents, higher levels of public service motivation were associated with greater followership behavior, which, in turn, increased positive perceptions of person–organization fit through greater leader support. Points for practitioners This study suggests that having high levels of motivation to serve the public (i.e. public service motivation) does not directly influence how one perceives his or her fit with the organization. Instead, high public service motivation was associated with person–organization fit indirectly through its influence on active followership behaviors. Managerial actors are thus encouraged to pursue open communications with their subordinates to maintain high levels of public service motivation.
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Keyes, Laura M., and Abraham David Benavides. "Chaos theory, uncertainty, and organizational learning." International Journal of Organization Theory & Behavior 21, no. 4 (November 12, 2018): 226–41. http://dx.doi.org/10.1108/ijotb-04-2018-0050.
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Purpose The purpose of this paper is to juxtapose chaos theory with organizational learning theory to examine whether public organizations co-evolve into a new order or rather institutionalize newly gained knowledge in times of a highly complex public health crisis. Design/methodology/approach The research design utilizes the results from a survey administered to 200 emergency management and public health officials in the Dallas–Fort Worth metroplex. Findings The findings of this paper suggest that public entities were more likely to represent organizational learning through the coordination of professionals, access to quality information, and participation in daily communication. Leadership was associated with the dissemination of knowledge through the system rather than the development of new standard operating procedures (as suggested by chaos theory and co-evolution). Research limitations/implications There are limitations to this study given the purposive sample of emergency management and public health officials employed in the Dallas–Fort Worth metroplex. Practical implications The authors find that public organizations that learn how to respond to unprecedented events through reliance on structure, leadership, and culture connect decision makers to credible information resulting in organizational learning. Social implications As a result, public administrators need to focus and rely on their organization’s capacity to receive and retain information in a crisis. Originality/value This research contributes to our understanding of organizational learning in public organizations under highly complex public health situations finding decisions makers rely on both organizational structure and culture to support the flow of credible information.
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Ahmad, Saeed, and Muhammad Sadiq Shahid. "Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective." Review of Applied Management and Social Sciences 3, no. 3 (December 31, 2020): 459–73. http://dx.doi.org/10.47067/ramss.v3i3.82.
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This study provides insights about the relationship between job insecurity, honesty-humility, and reciprocity and organization citizenship behavior, whereas impression management plays its role of a mediator. Data collected using a questionnaire from 710 contractual employees from public and private sector universities of southern Punjab, Pakistan. Exploratory factor analysis and confirmatory factor analysis are used for scale validation and regression analysis to test the following hypothesis. A comparative analysis was conducted to know citizenship behavioral intentions of public and private sector contractual teaching staff. A T-test approach was utilized for comparing two samples. No significant difference among private and public sector teaching staff was found regarding organizational citizenship behavior. All other hypothesis, directly and indirectly, were supported with positive impacts, except job insecurity which found having a negative direct relation with both impression management and organization citizenship behavior. The study provides useful insights for both academicians and universities’ administration.
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Carroll, Kristen, Kenicia Wright, and Kenneth J. Meier. "Minority Public Administrators: Managing Organizational Demands While Acting as an Advocate." American Review of Public Administration 49, no. 7 (July 4, 2019): 810–24. http://dx.doi.org/10.1177/0275074019859942.
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Building on the work of Adam Herbert, this research examines how minority managers navigate the pressures of their organization versus the pressures of their community. Organizational socialization suggests that the socialization process will introduce employees to the goals and priorities of the organization and result in similar behaviors among managers. However, social identities (i.e., race, gender) also significantly influence the values, attitudes, and behaviors of a public servant. Navigating these two competing pressures, minority managers often experience role conflict in their work. We theoretically explore and empirically examine how race affects minority managers’ perceptions, networking behaviors, and hiring outcomes. We test our hypotheses using 6 years of school superintendent survey data. We find that racial minority managers behave in similar ways to their White peers as they have similar perceptions of their role in the organization and engage in professional networking behavior at similar rates. However, minority managers separately address the interests of their same-race minority community by hiring same-race street-level bureaucrats. As public organizations have grown increasingly diverse, this research revisits the experiences of minority public administrators and contributes to our understanding of how race and social identities contemporarily influence public managerial behaviors.
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Raimondo, Estelle, and Kathryn E. Newcomer. "Mixed-Methods Inquiry in Public Administration: The Interaction of Theory, Methodology, and Praxis." Review of Public Personnel Administration 37, no. 2 (March 21, 2017): 183–201. http://dx.doi.org/10.1177/0734371x17697247.
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Although the methods wars that were entrenched in most of the social science disciplines well into the 1990s have purportedly ceased, methodological diversity remains rare in public administration. We suggest that the productive interaction between methods, theory, and praxis in the field of public administration requires further methodological integration. Through a review of articles published in Review of Public Personnel Administration ( ROPPA) since 2011, we show that the promise of mixed-methods design has not fully materialized. We explore avenues for implementing mixed-methods research designs that are particularly appropriate for examining the behavior and motivations of public service personnel by identifying examples of articles in ROPPA that used a single-method approach but could have usefully leveraged a diversity of methods to answer their primary research question. We then support our case for the use of integrated mixed-methods with a study of the institutionalization of a performance assessment system in an international organization.
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Pandey, Sanjay K. "Theory and Method in Public Administration." Review of Public Personnel Administration 37, no. 2 (May 17, 2017): 131–38. http://dx.doi.org/10.1177/0734371x17707036.
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Despite widespread agreement about goals of knowledge development in public administration, there is imbalance in efforts directed at these goals. The overlap between the domains of theory and practice is not substantial. Important concerns in public administration theory and practice are outweighed by naïve quantitative bias (NQB), an unfortunate methodological artifact. This symposium seeks to highlight this imbalance and to nudge the public administration scholarly community toward paying attention to theoretical and practical matters, recognizing NQB and mitigating its undesirable effects on knowledge development. Broadly speaking, two recommendations emerge from symposium contributions. The first recommendation emphasizes paying attention to theoretical goals. The second recommendation is to promote reflexivity about how the domains of theory and method interact to counter the methodological artifact of NQB. A brief overview of each article in the symposium and its contribution to advancing knowledge development is provided.
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Bruno, Andreina. "The “organizing” paradigm in public administration: learning by focusing on customer orientation." Journal of Workplace Learning 30, no. 3 (April 9, 2018): 186–98. http://dx.doi.org/10.1108/jwl-01-2018-0027.
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Purpose Public Administration complexity derives from the dual character of the public sector, that is to be a means of delivery and an element of societal self-governance. The bureaucratic framework is a way to address this tension, while simultaneously public administration needs to focus on a more processual view of the organization to improve service quality. Training could be a key point to sustain such a transition, by focusing on customer orientation. The purpose of the study is to explore whether a training device focused on customer orientation could develop employees’ theory on organization as being process-oriented, i.e. “organizing”. Design/methodology/approach The longitudinal study is on a training case study in Italy. Participating in the training course were 34 employees belonging to 16 Public Administrations. Data on participants’ organization representations were collected at the beginning and at the end of the course through the SWOT matrix. Data analysis used a quali-quantitative approach. Findings Findings show a shift to viewing the service organization as a process implicated in uncertainties and unpredictable events rather than the realization of an ideal model. Originality/value The study contributes to highlight the need for a practical focus on the conceptualization of organization in training, as the term “organization” is often under described or treated as an end in itself.
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Czarniawska-Joerges, Barbara. "The Wonderland of Public Administration Reforms." Organization Studies 10, no. 4 (October 1989): 531–48. http://dx.doi.org/10.1177/017084068901000404.
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The students of public sector organizations are often surprised by the phenomenon of repetitive, costly and inconclusive reforms, which seem to be an unavoidable part of the public sector landscape. One possible reaction to it is to make a rationalistic critique and then to issue recommendations for improvement. An alternative is to look for a different perspective in analyzing functions of reform. A study of Sub-municipal Committee reform in Swedish municipalities is analyzed in terms of a symbolic accomplishment. In the light of the results, it is somewhat doubtful whether so-called reforms change organizational forms, but they do help to re-shuffle power, achieve a renewed legitimacy, re-socialize organization members and, in general, introduce variety into routines of organizational life.
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Staley, Andrew Blair, Barbara Dastoor, Nace R. Magner, and Chandler Stolp. "The contribution of organizational justice in budget decision-making to federal managers' organizational commitment." Journal of Public Budgeting, Accounting & Financial Management 15, no. 4 (March 1, 2003): 505–24. http://dx.doi.org/10.1108/jpbafm-15-04-2003-b002.
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This study examines the contribution of distributive, procedural, and interactional justice in Federal budget decision-making to Federal managers' commitment to the Federal government as an employing organization. A total of 1,358 useable surveys were received from a sample of 9,643 managers. Reliability coefficients were acceptable (> .70), and intercorrelations consistent with previous studies. Hierarchical regression analysis supported only maineffect relationships between procedural justice and interactional justice and managers' organizational commitment. No support was found for a main effect relationship between distributive justice and organizational commitment -- or for any interactive effects. Contrary to models of bureaucratic behavior based on economic theory, these findings may suggest that Federal managers may be motivated primarily by psychological outcomes of budget decisions.
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Imre, Stefan. "Aspects of Understanding Government’s Public Institutions Behavior Necessary to Design Reforms." Journal of Heterodox Economics 2, no. 1 (June 1, 2015): 81–92. http://dx.doi.org/10.1515/jheec-2015-0013.
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Abstract This paper presents some aspects found by the author in his research in field of government public institutions behavior. The author started some years ago to research the modality how should prepare a conceptual transfer of management from the companies practice to government public institutions and to implement them for enhance quality of their results. The main concept of the theoretical research is based on some well-known theoretical remarks. One of this shows that the public institutions are similar entities as companies. Eventually they have higher complexity. Following this logic, the public institutions should be led by management instead public administration. Considering public management and the new public management only some attempts without solving the main problems, the author consider that implementing procedural efficiency oriented management to the government public institution is equivalent with an important changes induced by outside. Preparing the conceptual transfer, for the first period of research was necessary to understand government’s public institution behavior. For this purpose the relational frame was the business organization. In this respect the research compares organizational behavior of companies and public institutions and their reaction to important changes. For understand similarities and differences it was necessary to discover theoretical standpoints regarding companies reaction to important changes induced by outside and main determinants from the organizational sciences literature. In the similar way was studied the public institution reaction and determinants of this to important changes, theoretically through documentary analyses of the literature of public administration. The benchmarking between the reactions of the mentioned two entities discovered different behaviors and the main determinants of the reactions of them to a new form of leading system by management, including modern instruments as knowledge management. The paper conclusions sustain that implementation of modern management systems to government’s public institutions should deal with a different behavior used to know at companies. In this respect, the paper highlights different aspects between companies and public institutions behavior admitting similarities on organizational structure and internal procedures.
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Khan, Kinza, Nadeem Zaman, Bilal Sarwar, and Hadi Khan. "Behavior-Based Perceived Leadership Styles as Determinants of Organizational Functionality." Jinnah Business Review 9, no. 2 (July 1, 2021): 75–102. http://dx.doi.org/10.53369/yxvn2808.
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This study aimed at exploring how the perception about leadership styles affected the functionality of the Higher Education Institutions. We used a self-administered questionnaire to a sample of 328 administration and faculty members of several public sector universities. The data collected were analyzed through structural equation modeling in AMOS 26. We found significant results between autocratic and democratic leadership styles as determinants of organizational functionality; such that the perceived autocratic leadership style negatively affected organizational functionality and the perceived democratic leadership style positively affected organizational functionality. The effect of laissez-faire was however statically insignificant. We thus conclude that the perception of a democratic leadership style improves organizational functionality; whereas, the perception of autocratic leadership negatively affects organizational functionality. Practically, the study shows as the employees are given the right to participate in the matters of a higher education institution, the organization becomes more functional.
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Dabingaya, Marianus. "Frontline Employee Organizational Behavior based on street level bureaucracy reviews." Interdisciplinary Journal Papier Human Review 1, no. 1 (August 30, 2020): 24–30. http://dx.doi.org/10.47667/ijphr.v1i1.5.
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This article discusses organizational behavior is the result of interactions between individuals in an organization. The reality of public administration in a 'street level' bureaucracy is that it cannot operate hierarchically because the agency has to rely on street-level bureaucrats to provide services. The orientation of street level bureaucracy towards regulations and procedures is very high and makes it a barometer of service which results in low ability of street level bureaucracy to respond to changes, lack of initiative and development of creativity in controlling change so that routine is considered something normal. Understanding human behavior is a difficult thing because every human being as an individual has different behavior. Street-level bureaucrats have so much discretion that the problem is found in a lack of accountability either to the wider community, to management, or to clients.
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Ospanova, Djamilya, Duman Kussainov, Akif Suleimanov, Ainur Kussainov, and Rysgul Abilsheyeva. "Problems of administrative law in the system of public administration." International Journal of Law and Management 60, no. 6 (November 12, 2018): 1255–71. http://dx.doi.org/10.1108/ijlma-08-2017-0177.
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Purpose The relevance of the work is determined by the fact that administrative law appears as one of the significant factors influencing the development of both the public administration system as a whole and the processes of its reform that the Russian Federation has faced today. The authors show that if the relations of state administration are the subject of the administrative law’s influence (after all, it is they who are influenced by administrative and legal norms), then we are faced with an extremely important question regarding the character and specificity of the relationship between administrative and legal relations and relations of state management, on the one hand, and analysis of the concept of administrative and legal regulation of public administration relations on the other. This goal is important, given that the authors substantiate the relationship between administrative law and public administration through identifying the possibilities of regulatory influence on the part of administrative law on public administration relations. Design/methodology/approach Prospects for the further development of the study are the formation of an understanding that government is not limited to administrative law, but it cannot be denied that the regulatory impact of law in public administration is decisive, and therefore public administration is largely a state-legal category, although it is not limited to this. Findings So, having analyzed the above approaches and positions of scientists regarding the subject of administrative law, the authors believe that it can include any managerial activity of the state authority and local government bodies that does not directly concern the subject matter of another branch of law; is realized with the help of the executive-administrative mechanism (in this case the author does not consider the executive-administrative mechanism as an exclusive prerogative or a unique feature of the executive authorities, although, of course, he agrees that it is the most typical and characteristic feature for them); is realized within the framework of a certain state authority, local government or non-governmental organization (in case of delegating state powers to it) to ensure its proper functioning (internal management relations); is implemented outside the framework of a certain state authority, local government or non-governmental organization (in case of delegating state powers to it) and is directed to other (external) with respect to the relevant body or organization of entities (external organizational management relations); and is largely characterized by relative constancy and immediacy of implementation relative to the management object. Originality/value Prospects for the further development of the study are the formation of an understanding that government is not limited to administrative law, but it cannot be denied that the regulatory impact of law in public administration is decisive, and therefore public administration is largely a state-legal category, although it is not limited to this. At the same time, indistinctness and uncertainty about different ways of understanding public administration often generate negative effects both at the general scientific level and at a purely practical level (when it comes to the exercise of administrative powers by certain state authorities).
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Wynen, Jan, Jan Boon, Bjorn Kleizen, and Koen Verhoest. "How Multiple Organizational Changes Shape Managerial Support for Innovative Work Behavior: Evidence From the Australian Public Service." Review of Public Personnel Administration 40, no. 3 (February 10, 2019): 491–515. http://dx.doi.org/10.1177/0734371x18824388.
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Public organizations were once seen as the epitome of stability and implacability. More recently, however, public organizations have been subject to fast-paced environmental change. One common response to the challenges posed by these volatile environments has been the adoption of various organizational changes to make public organizations more adaptable. However, following threat-rigidity theory, this study argues that as employees perceive multiple organizational changes, managerial support for innovative work behavior (IWB) of employees decreases. Analyses on the Australian Public Service (APS) employee census support these assertions. Our results contribute to the literatures on work behavior, organizational innovation, and human resources management, by demonstrating that multiple organizational changes negatively affect managerial support for IWB of individual employees, which may—through their negative impact on individual-level innovations—ultimately affect the very adaptability of organizations that many changes aspire to achieve.
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Mofuoa, Khali Victor. "The Exemplary Ethical Leadership of King Moshoeshoe of Basotho of Lesotho in the Nineteenth Century Southern Africa." Journal of Public Administration and Governance 5, no. 3 (August 8, 2015): 21. http://dx.doi.org/10.5296/jpag.v5i3.8129.
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There is no gainsaying in that nation-building requires bold, visionary, and above all, exemplary ethical leadership. King Moshoeshoe 1 of the Basotho of Lesotho standing as an exemplar of ethical leadership is abundantly supported both by his monumental achievements and by the ethical qualities of his organizational creative leadership. The purpose of this exemplar profile is to display his underappreciated record of individual moral responsibility for social science disciplines i.e. political management, political science, political philosophy, public administration, business administration, leadership studies, organizational theory etc. There is so much these disciplines can learn about the nature of ethical leadership and its relationship to public organizational effectiveness from Moshoeshoe’s leadership philosophy, managerial style, organizational behavior and decisions in their quest for building harmonious and just societies worldwide.
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Natawibawa, I. Wayan Yeremia, Gugus Irianto, and Roekhudin Roekhudin. "SELF-EFFICACY AND CONTROLLABILITY AS WHISTLEBLOWING INTENTION PREDICTORS OF FINANCIAL MANAGERS IN EDUCATIONAL INSTITUTIONS." Jurnal Tata Kelola & Akuntabilitas Keuangan Negara 4, no. 2 (December 19, 2018): 147. http://dx.doi.org/10.28986/jtaken.v4i2.213.
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Whistleblowing policy is considered as an effective technique in an investigation audit that is useful for the organization to avoid losses due to fraud. However, employees who intend to report fraud encounter ethical dilemma. Whistleblowing is a behavior that respects honesty, but is also a behavior that can possibly compromise organizational loyalty. The objective of this research is to analyze factors influencing whistleblowing intention of financial managers in school organization by understanding the action based on decomposed theory of planned behavior (DTPB). Data were collected through questionnaires that were distributed to financial managers of school organizations, particularly principals, vice-principals, administration heads, treasurers, and financial administration employees of public senior high schools, vocational high schools, and Islamic high schools in Malang City. Research population comprised of 214 persons. Response rate was 89.72%, or there were 192 questionnaires that were duly completed. The analysis method employed was multiple regression. Two independent variables were observed in this research, namely self-efficacy and controllability, while only one dependent variable was examined, namely whistleblowing intention. Result of the research shows that self-efficacy and controllability have positive effect on whistleblowing intention, entailing that whistleblowing intention of employees will increase when they possess selfconfidence and strong intention to conduct whistleblowing.
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Smith, Warren. "CHAOS THEORY AND POSTMODERN ORGANIZATION." International Journal Organization Theory and Behavior 4, no. 3-4 (July 31, 2001): 259–86. http://dx.doi.org/10.1081/otb-100105405.
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Smith, Warren. "Chaos theory and postmodern organization." International Journal of Organization Theory & Behavior 4, no. 3/4 (March 2001): 259–86. http://dx.doi.org/10.1108/ijotb-04-03-04-2001-b004.
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Trondal, Jarle, and Nadja Kühn. "Governing European Affairs." World Political Science 15, no. 1 (May 27, 2019): 1–23. http://dx.doi.org/10.1515/wps-2019-0001.
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AbstractThe aim of this article is to examine the role of ministerial officials in an integrated European multilevel administrative order. This study argues that organizational variables at the national level constitute a decisive filtering factor regarding how decision premises emanating from European Union (EU)-level institutions are received by domestic government institutions and officials. The study contributes to the literature in two main ways: Empirically it provides a comprehensive study of the role of Norwegian ministerial officials in the EU multilevel administrative order over a time period of 20 years (n = 3562). Secondly, it applies an organization theory approach to explain variation in actual decision-making behavior. The article discusses factors of general relevance to political science applicable beyond the case at hand. The study shows that ministerial officials are deeply involved with the EU multilevel administration. Moreover, it confirms the pivotal role of organizational factors in public governance processes.
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Nutov, Liora, and Orit Hazzan. "An organizational engagement model as a management tool for high school principals." Journal of Educational Administration 52, no. 4 (July 1, 2014): 469–86. http://dx.doi.org/10.1108/jea-12-2012-0132.
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Purpose – The purpose of this paper is to present an organizational engagement model that highlights the design process of the homeroom teacher (HRT) role in Israeli high schools. Design/methodology/approach – The model was constructed as a grounded theory during a qualitative research work conducted during 2007-2011. Findings – The model is based on Maslow's and Schein's frameworks of personal needs and organizational culture, respectively, as well as on the principal's role. Originality/value – The authors propose that the model contributes to the literature on organizational behavior and leadership in general and to the study of educational organizations in particular, in three ways: first, it stresses the principal's role in the design process of leadership roles; second, it deepens the understanding of the concept of engagement by examining it through a qualitative lens; and third, it suggests a hierarchical organizational engagement ladder for the HRT role.
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Farmer, David John. "Sub-administration: ideologies, myths and metaphors." International Journal of Organization Theory & Behavior 21, no. 3 (September 10, 2018): 140–49. http://dx.doi.org/10.1108/ijotb-04-2018-0046.
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Purpose The purpose of this paper is to recommend that public administration (PA) theory and practice should become more sensitive to its sub-administration, and to suggest how this can be done. Design/methodology/approach This conceptual paper maintains that this sub-administration includes those ideologies, myths and metaphors that contribute like an unconscious in shaping (and misshaping) governmental policy and administration. Descriptions of the nature of ideologies, myths and metaphors are given, along with some examples of those that are harmful – such as the ideologies of the American Business Model and neo-liberalism. Findings PA should seek to engage and oppose such ideologies, myths and metaphors that are problematic – both those constructed within and without of PA itself. It is recommended that, for such analytical purposes, PA should turn toward post-traditional PA, including the insights of post-modernism and epistemic pluralism. Originality/value The concept of sub-administration is of significant utility both for PA theorists and practitioners in strengthening public administrative performance. The author has offered such and/or similar recommendations in earlier publications, including in the International Journal of Organization Theory and Behavior, 19 (1), 90-102: 2016.
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Hashim, Muhammad, Muhammad Azizullah Khan, and Saqib Adnan. "Servant Leadership and Enhancement of Organizational Performance." Global Social Sciences Review IV, no. I (March 30, 2019): 117–22. http://dx.doi.org/10.31703/gssr.2019(iv-i).15.
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The Servant Leader Model is a theory that advances administration, supports trust, coordinates effort, future-arranges and utilizes moral capacity to engage others, focusing on good ethical practices. This study inspects the faculty of public and private universities in Peshawar for elements of servant leader behavior (wisdom, emotional healing and persuasive mapping) and effect on performance. Drawing on information from 95 teaching faculty members from different universities, we discovered help for the immediate impact of the all elements of servant leader behavior administration on universities performance. The findings add to servant leadership practices, in like manner to values-based administration, which conceivably may include novel literature regarding the relationship between servant leadership and performance of universities teachers. Implications form the last part of the paper.
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Abdel Rahman, Abdel Rahman Ahmad. "An Islamic Perspective on Organizational Motivation." American Journal of Islam and Society 12, no. 2 (July 1, 1995): 185–203. http://dx.doi.org/10.35632/ajis.v12i2.2386.
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Organizations are an indispensable part of our lives, for they provideservices for satisfying our basic needs. Central to any organization's performanceis the motivation of its members. Indeed, organizational motivationis related closely to some fundamental questions in organizationtheory in particular and to public administration in general. Such questionsfocus on how organizations can be made efficient and responsiveor accountable to their clients. Since organizations are simply humancollectivities, in essence these questions apply to organizational membersand, in particular, to what motivates them to be efficient and responsive.Although various models of organization have addressed, eitherimplicitly or explicitly, the question of motivation in organizations, theyhave yet to come up with satisfactory answers. The significance of organizationalmotivation does not consist of its close relationship to the fundamentalquestions of organizational efficiency and responsiveness alone,but also of its relevance to how organizations are structured. As this latterconsideration may affect such concepts as human dignity, freedom,respect, brotherhood, and justice, this is tantamount to saying that organizationalstructures are not morally or spiritually neutral, inasmuch as thesevalues have moral and spiritual roots.Organizational structures are founded on certain underlyingassumptions about human nature and motivation that underpin severalprincipal organization models. One common characteristic of thesemodels is the assumption that the individual has certain self-centeredneeds that govern his/her behavior and that the organization can, by satisfyingthese needs, motivate the individual to contribute towards the ...
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Abdel Rahman, Abdel Rahman Ahmad. "An Islamic Perspective on Organizational Motivation." American Journal of Islam and Society 12, no. 2 (July 1, 1995): 224–39. http://dx.doi.org/10.35632/ajis.v12i2.2388.
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Organizations are an indispensable part of our lives, for they provideservices for satisfying our basic needs. Central to any organization's performanceis the motivation of its members. Indeed, organizational motivationis related closely to some fundamental questions in organizationtheory in particular and to public administration in general. Such questionsfocus on how organizations can be made efficient and responsiveor accountable to their clients. Since organizations are simply humancollectivities, in essence these questions apply to organizational membersand, in particular, to what motivates them to be efficient and responsive.Although various models of organization have addressed, eitherimplicitly or explicitly, the question of motivation in organizations, theyhave yet to come up with satisfactory answers. The significance of organizationalmotivation does not consist of its close relationship to the fundamentalquestions of organizational efficiency and responsiveness alone,but also of its relevance to how organizations are structured. As this latterconsideration may affect such concepts as human dignity, freedom,respect, brotherhood, and justice, this is tantamount to saying that organizationalstructures are not morally or spiritually neutral, inasmuch as thesevalues have moral and spiritual roots.Organizational structures are founded on certain underlyingassumptions about human nature and motivation that underpin severalprincipal organization models. One common characteristic of thesemodels is the assumption that the individual has certain self-centeredneeds that govern his/her behavior and that the organization can, by satisfyingthese needs, motivate the individual to contribute towards the ...
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KOÇAK, Daimi. "THE RELATIONSHIP BETWEEN POLITICAL BEHAVIOR PERCEPTION AND PROSOCIAL MOTIVATION-MEDIATING ROLE OF ORGANIZATIONAL TRUST." Business & Management Studies: An International Journal 8, no. 1 (March 25, 2020): 329–50. http://dx.doi.org/10.15295/bmij.v8i1.1393.
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In an organization where there are individuals who consider their interests, is it possible to have individuals who would strive for the benefit of others without regard to any interests? Studies conducted from the past to the present day indicate that political behaviors affect personal attitudes and behaviors. This study aims to investigate the indirect effect of political behavior perception on prosocial motivation through organizational trust. Data were obtained voluntarily from 225 full-time employees of a company operating in the public service sector by using survey method. SPSS and AMOS programs were used to analyze the data. It was found that organizational trust mediated the relationship between political behavior perception and prosocial motivation. Besides, it was determined that political behavior perception and organizational trust were negatively related and organizational trust and prosocial motivation were positively related. This study will make a significant contribution to the literature as it reveals that prosocial motivation is based on the norms of reciprocity within the context of social exchange theory, and will contribute to the studies discussing that argue that there must be several precursors in the emergence of prosocial motivation in employees.
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Ramdeo, Shalini, and Riann Singh. "Abusive supervision, co-worker abuse and work outcomes: procedural justice as a mediator." Evidence-based HRM: a Global Forum for Empirical Scholarship 7, no. 3 (December 2, 2019): 325–41. http://dx.doi.org/10.1108/ebhrm-09-2018-0060.
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Purpose Based on the social exchange theory and the reactance theory, the purpose of this paper is to investigate the effects of workplace abuse from two sources. The study explores the linkage between abusive supervision and co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit as mediated by procedural justice. Furthermore, this study extends understanding workplace abuse consequences by investigating its effects on organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization. Design/methodology/approach To test the proposed hypotheses, a cross-sectional research design was used. The sample comprised 500 employees working in various private and public sector organizations in the Republic of Trinidad and Tobago. Using a split-sample approach, mediation analyses were performed on the test and validation samples. Findings The research results showed that procedural justice mediated the relationship between abusive supervision and affective and normative commitment, organizational citizenship behavior directed to individuals and intention to quit. Procedural justice was found to mediate the relationship between co-worker abuse and affective and normative commitment, and intention to quit. Originality/value This study extends previous academic studies on workplace abuse by comparing the effects of abusive supervision and the lesser researched source of co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to quit. It also reports on the effects of each source on an employee’s organizational citizenship behavior directed to individuals and organizational citizenship behavior directed to the organization, as there is limited empirical research within the workplace abuse literate on these two dimensions.
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Toirova, Munisa, and Yoonjung Baek. "Why narcissistic individuals engage in unethical pro-organizational behavior. Testing a moderated mediation model." Asia-Pacific Journal of Business Administration 13, no. 3 (April 30, 2021): 320–34. http://dx.doi.org/10.1108/apjba-11-2020-0396.
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PurposeThe purpose of the current research is to study the relationship between narcissism and unethical pro-organizational behavior (UPB), and also examine whether status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.Design/methodology/approachData that was used to test the research model were collected from five companies in the trading sector in Tashkent, Uzbekistan. The final sample included 200 responses, among all participants 29.5% were in a leadership position.FindingsThe current research found that narcissism leads individuals to exhibit a willingness to engage in UPB. Furthermore, status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.Research limitations/implicationsResearch did not use actual reported UPB but measured employees' willingness to engage in UPB.Practical implicationsOrganizations should develop special ethics guidance to change the employee's perceptions of UPB from the act of helping or protecting the organization to undesirable behavior in the organization. Moreover, the organization may develop an ethical counseling program, by which individuals may perceive that ethical behavior is valuable for the organization.Originality/valueCurrent study examines the relationship between narcissism and UPB. Moreover, it provides empirical support for the notion that the relationship between narcissism and UPB is mediated by status striving among individuals with high organizational identification.
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Chordiya, Rashmi. "Book Review: Women in Public Administration: Theory and Practice." Review of Public Personnel Administration 37, no. 3 (August 3, 2017): 369–72. http://dx.doi.org/10.1177/0734371x17723402.
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Hayes, Michael S., and Edmund C. Stazyk. "Mission Congruence: To Agree or Not to Agree, and Its Implications for Public Employee Turnover." Public Personnel Management 48, no. 4 (February 15, 2019): 513–34. http://dx.doi.org/10.1177/0091026019829847.
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Previous studies within and outside of the field of public administration consistently find positive organizational outcomes when there is high compatibility or fit between employees and organizations—a concept now widely known as person–organization fit. Previous public administration scholars have established the link between employees’ person–organization fit perceptions and employee turnover intention. However, no previous study has examined whether there is a link with actual turnover. This study addresses this gap in the literature on public sector employee fit by examining the relationship between one particular type of fit—mission congruence—and public employee turnover. Using nationally representative data on public school teachers, we find that teachers in U.S. schools who perceive themselves to be compatible with their organizations’ central mission are at least 11% more likely to remain at their current school. Results are discussed in terms of their implications for research and practice.
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Kuchina-Musina, Dolores, John Charles Morris, and Joshua Steinfeld. "Drivers and differentiators: a grounded theory study of procurement in public and private organizations." Journal of Public Procurement 20, no. 3 (May 1, 2020): 265–85. http://dx.doi.org/10.1108/jopp-10-2019-0068.
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Purpose The purpose of this study is to examine procurement professionals’ perceptions of public-private partnerships in contract arrangements and to explore decision-making that takes place in the contracting process. Design/methodology/approach A grounded theory approach is applied to Simon’s (1947) model of decision-making to better understand the perceptions of procurement professionals, especially because it pertains to public vs private sector contexts. The researchers collected data by conducting interviews and observing a compliance webinar of federal contracting employees. Findings The results show that in the decision-making process, Simon’s illustration of a means-end hierarchy is applicable for procurement decision-making because it is driven by activities that are evaluated using aims established by the organization. Practical implications The implications are that, in the procurement decision-making process, a means-end hierarchy is driven by the activities that are evaluated using aims established by the organization. Essentially, the activities are associated to a mean, a mean is associated to a sub-goal and the sub-goal supports the main aim of the organization. Social implications This study supports the notion that training, information and procedures are a way for organizations to control behaviors and promote consistent results from their subordinates. Originality/value This study contributes by examining the drivers of procurement decision-making. Despite previous literature that focuses on practitioner discretion or emphasizes on socio-economic factors, this study highlights the linkages between practitioner decision-making and organizational aims and objectives. As such, the paper serves to illustrate the vital connection between procurement activities and outputs.
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Liou, Kuotsai Tom, and Qian Hu. "Technology development and public organization management." International Journal of Organization Theory & Behavior 22, no. 2 (May 16, 2019): 114–22. http://dx.doi.org/10.1108/ijotb-07-2018-0086.
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Purpose The purpose of this paper is to examine the influence of technology development to public organizations and related management issues. Design/methodology/approach This paper reviews previous studies about technology development in the public sector and analyzes conceptual and managerial issues about their findings. Findings Three major lessons identified and analyzed are: the wide influence of technology to public management, the nature of public organizations and their environment, and the need for more research to test existing theories and develop new theories for future public management. Originality/value Discussions about theoretical and practical contributions and implications are suggested for future studies about technology application and public management.
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Zoghbi Manrique de Lara, Pablo. "Fairness, teachers' non‐task behavior and alumni satisfaction." Journal of Educational Administration 46, no. 4 (July 4, 2008): 514–38. http://dx.doi.org/10.1108/09578230810882036.
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PurposeThe purpose of this study is to examine the relationship between interactional justice, as a type of organizational justice that reflects the teachers' perceived fairness of supervisor treatment, and their non‐task behavior in terms of organizational citizenship behavior (OCB) and deviant workplace behavior (DWB).Design/methodology/approachData were collected from 270 teachers (by e‐mail) and 22,599 students (by personal distribution) at a Spanish public university. Structural Equation Modeling (SEM) was used for testing mediation and multiple regression for analyzing the non‐task and teaching satisfaction association.FindingsResults show that justice is an antecedent of group commitment that fully mediates the relationship between justice and non‐task behavior except DWB‐Colleagues. Results also reveal an association between non‐task behavior, except DWB‐Organization and DWB‐Colleagues, and teaching satisfaction.Research limitations/implicationsThe researched teachers' job conditions are inherent to the peculiarities of the public sector that may limit the ability to extrapolate the findings in the private sector. The findings provide a more understandable mechanism of the influence of the supervisor's justice on non‐task behavior and, in turn, on teaching satisfaction.Practical implicationsThese findings contribute to a better understanding of the ways in which universities can control non‐task behavior and provide lines to design a more efficient department management strategy. The emotional and fair proximity of the supervisor, eliciting the group teachers' sense of affective commitment, appears as an effective quality strategy for universities.Originality/valueThe study of the joint interaction of justice and group commitment variables against DWB and in favor of OCB, and its consequent effect on teaching quality, is unprecedented in higher education.
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Koswara, Iwan. "Da'wah Organization Development Strategy Through Organizational Culture." Ilmu Dakwah: Academic Journal for Homiletic Studies 14, no. 1 (June 26, 2020): 21–38. http://dx.doi.org/10.15575/idajhs.v14i1.8830.
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This study seeks to examine and analyze how the development of the Muhamadiyah Islamic organization, through the Organizational Culture that takes place in it. The study was conducted using a qualitative approach that took the locus of Muhammadiyah organization. The data was obtained through observation and study of literature from books, journals and sites that are relevant to the research topic.. The results showed that organizational Culture for members of the Muhammadiyah organization was an important matter of how they adapted themselves to the organization's environment engaged in the religious field and built their integrity and commitment to the organization. Organizational Culture is a reflection of the existence of the organization itself. What is reflected in organizational Culture is the beliefs, values, norms, to the behavior of the members of the organization that is concerned. Research has an impact on the development of theory and the development of Islamic da'wah organizations in a practical way in the life of public and nationality.Penelitian ini mengkaji dan menganalisis tentang strategi pengembangan organisasi Islam Muhamadiyah melalui Budaya Organisasi. Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus, teknik pengumpulan data dilakukan melalui observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa, Budaya organisasi bagi anggota organisasi Muhammadiyah merupakan hal penting dalam mengadaptasikan diri terhadap lingkungan organisasi yang bergerak dalam bidang keagamaan serta membangun integritas dan komitmen diri terhadap organisasi. Budaya organisasi merupakan refleksi dari keberadaan organisasi yang berkaitan dengan keyakinan, nilai, norma, hingga perilaku para anggota organisasi yang bersangkutan. Penelitian berdampak pada pengembangan teori dan pembangunan organisasi dakwah Islam secar praktis dalam kehidupan keummatan dan kebangsaan.
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Worren, Nicolay. "Functional analysis of organizational designs." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 774–91. http://dx.doi.org/10.1108/ijoa-03-2015-0846.
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Purpose The purpose of this paper is to describe an analytical approach – functional analysis – that can be used to evaluate the current design of an organization and identify alternative designs that may increase the ability to realize strategic and operational goals. Design/methodology/approach The approach described in this paper is based on key concepts in systems theory and axiomatic design theory (Suh, 1990, 2001). A brief case example is used to illustrate the practical application of the approach. Findings It is shown that functional analysis can be used to map the design of an organization and identify key design challenges (e.g. related to overlapping or conflicting functions). Research limitations/implications The case study that is described is considered to be a pilot application of the approach as it is based on a limited number of interviews. Practical implications This paper should be relevant for applied researchers, management consultants, project managers and others who are analyzing the current structure of an organization and/or are involved in re-designing an organization. Social implications Application of the functional approach may improve design processes and thereby enhance the effectiveness of social systems, including public and private sector organizations. Originality/value This paper describes how key concepts in systems theory and axiomatic design theory can provide the basis for a new framework for analyzing organization designs.
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Jain, Ajay K., and Ana Moreno. "Organizational learning, knowledge management practices and firm’s performance." Learning Organization 22, no. 1 (January 12, 2015): 14–39. http://dx.doi.org/10.1108/tlo-05-2013-0024.
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Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.
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Nazir, Sajjad, Wang Qun, Li Hui, and Amina Shafi. "Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support." Sustainability 10, no. 12 (November 26, 2018): 4418. http://dx.doi.org/10.3390/su10124418.
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The current study objective is to investigate how and when leader member exchange (LMX), tie strength, and innovative organizational culture influences employee innovative behavior. In particular, this study uses the social exchange theory to analyze that nurses who demonstrate high affective commitment exhibit a higher level of creativity in the workplace. Based on social exchange theory and perceived organizational support (POS) literature, the current study aims to reveal how perceived organizational support (POS) serves as an imperative mediating process between LMX, tie strength, innovative organizational culture, and employee IB. A questionnaire survey was utilized to collect the data from nurses working in public sector hospitals in Jiangsu province China. A total sample size consists of 325 nurses. Structural equation modeling through AMOS 20 was utilized to analyze the survey data. Results from the structural equation modeling (SEM) analysis indicated that LMX, tie strength, and POS are significantly related to affective commitment and employees’ IB. However, innovative organizational culture has a significant influence on POS and IB, but has no impact on affective commitment. This study covers only public sector hospitals and is limited to Jiangsu province, China. The research could be reproduced in other designated areas in different organizational setups with a bigger sample size to further enhance the understanding of the topic. The key understanding of social exchange theory (SET) is that social relationships can be used appropriately to foster an employee’s IB. It also expands research in the area of LMX, tie strength, innovative organizational culture, and POS as antecedents of affective commitment and IB. This study is a remarkable analysis of LMX, POS, organization culture, commitment, and IB in the Chinese organizational context.
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Campbell, Jesse W., and Tobin Im. "PSM and Turnover Intention in Public Organizations." Review of Public Personnel Administration 36, no. 4 (August 2, 2016): 323–46. http://dx.doi.org/10.1177/0734371x14567366.
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Not all employees contribute equally to the performance of their organizations, and the highest performers may have a disproportionate impact on organizational success. It is thus crucial for public organizations to retain top performers. Public service motivation (PSM) has been shown to be a differentiator of various types of individual job performance, and has also been linked to reduced turnover intention. This study examines the relationship between PSM, change-oriented organizational citizenship behavior (CO-OCB), and turnover intention using survey data from 16 central government ministries in South Korea. Analysis results suggest that CO-OCB plays a mediating role in the relationship between PSM and turnover intention, providing a creative outlet for the most intrinsically motivated employees that in turn strengthens their commitment to their organization. A number of implications of these findings are discussed.
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Hsieh, Jun Yi, and Kuotsai Tom Liou. "Collaborative Leadership and Organizational Performance: Assessing the Structural Relation in a Public Service Agency." Review of Public Personnel Administration 38, no. 1 (January 14, 2016): 83–109. http://dx.doi.org/10.1177/0734371x15623619.
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Collaborative leadership has been widely discussed in the theory of public-sector leadership and public collaborative governance studies. Based on the survey data of a public service agency in Taipei City Government, Taiwan, this study used path analysis to test the effect of four dimensions of collaborative leadership on the perceived organizational performance, and applied multidimensional scaling (MDS) method to estimate the dimensions of collaborative leadership and their structural relations. Findings of the empirical analyses support our hypotheses about the dimensions and influence of collaborative leadership and contribute to the theories of public-sector leadership. Public employees’ collaborative leadership skills facilitate their acceptance of organizational rules and their perceived organizational performance. Implications of these findings are presented in the discussion and conclusion.
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Obedgiu, Vincent, Gideon Nkurunziza, Gabriel Simiyu, and Bumaali Lubogoyi. "An investigation of key predictors of organizational citizenship behavior of civil servants." International Journal of Organization Theory & Behavior 23, no. 2 (March 25, 2020): 101–19. http://dx.doi.org/10.1108/ijotb-03-2019-0041.
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PurposeThe purpose of this paper is to examine the key predictors of organizational citizenship behavior of civil servants in local governments in Uganda.Design/methodology/approachThe study draws on a quantitative approach and cross-sectional survey design. Data were collected using a self-administered closed-ended questionnaire from a sample size of 265 respondents derived using Krejcie and Morgan (1970) from a population of 844 civil servants using stratified simple random sampling technique. Data were analyzed using IBM SPSS statistical software vs 23 and Hypotheses tested using Hayes (2018) Process Macro v3.2 (Model 4).FindingsThe findings revealed that organizational justice has a significant positive effect on organizational commitment, which impact positively on organizational citizenship behavior of civil servants. The study further reveals an indirect-only mediation where organizational justice affects organizational citizenship behavior through organizational commitment. The study proves that there is no direct relationship such a relationship is enhanced through organizational commitment.Originality/valueThis study contributes to knowledge by providing key information on the predictors of organizational citizenship behavior of civil servants. The indirect-only mediation findings give some new insights into theory and literature. This study has eventually changed the direction of the debate popularly held among previous scholars who believe that organizational justice relates to organizational citizenship behavior. This is relevant in understanding the concept of organizational citizenship behavior and filling the practical gap that exists in Ugandan context.