Accounting for personal disposition and organizational context: connecting role ambiguity,public service motivation,and whistle-blowing in federal agencies

Abstract

Organizational psychologists and HRM scholars have long argued that prosocial organizational behaviors enhance organizational performance. However, prosocial behaviors are motivated by both self-interested and altruistic intent. Moreover, some have recognized that the factors that encourage shifts between egoistically and altruistically motivated prosocial behaviors may result from inherent tensions between individual disposition and situational contexts. As such, this study draws from literature examining prosocial behavior to evaluate whether work situations with clear task expectations dampen the extent to which prosocial personal dispositions diminish egoistically motivated prosocial behavior. Findings from a series of structural equation models reveal that altruistic dispositional traits diminish egoistic motives for engaging in one specific prosocial behavior, whistle-blowing. However, findings also reveal that work situations characterized by clear task expectations dampen the negative effect of altruistic dispositions on egoistically motivated whistle-blowing. Our findings imply that managers can adjust organizational contexts to capitalize on the enhanced benefits resulting from altruistically motivated prosocial behaviors.     

Don’t kill the messenger! Whistle-blowing in America — A review with recommendations

Whistle-blowing in America business and industry has increased as interest in ethical business behavior and the cost of unethical behavior have grown. Whistle-blowing plays the important role of helping to fill the gaps in the regulatory system that is designed to check the abuse of organizational power. However, the practice of whistle-blowing is controversial and whistle-blowers often pay a high price for their actions. Firms can engage in a number of actions to encourage whistle-blowing. Creating a climate that encourages employees to report organizational wrong doing and that protects the whistle-blower is critical. To create such a climate the organization must build trust and cooperation by educating employees in the benefits of ethical and legal behavior.     

The incidence of wrongdoing,whistle-blowing,and retaliation: Results of a naturally occurring field experiment

The present study examined two general research questions pertaining to the passage of a law designed to encourage whistle-blowing: (a) Has the incidence of perceived wrongdoing, whistle-blowing, anonymous whistle-blowing, or retaliation changed following the passage of the law? (b) What variables predict the comprehensiveness of retaliation that identified whistle-blowers claim to have experienced? One questionnaire was mailed to members of 15 organizations affected by the law in 1980 (n=8500) and a second was administered in 1983 (n=4700). There was some evidence that the law had beneficial effects; specifically, the incidence of perceived wrongdoing declined and whistle-blowing increased. Unfortunately, identified whistle-blowers were just as likely to experience retaliation in 1983 as they were in 1980. The predictors of the comprehensiveness of the retaliation experienced were generally the same in both years. The results tentatively suggest that more legal and organizational encouragement of whistle-blowing is needed.     

Not every public sector is a field: evidence from the recent overhaul of the English NHS

ABSTRACT

A structural interpretation of institutionalism has become dominant in public management research. Yet, studies tend to assume an institutional-level phenomenon without specifying how an organizational field was identified or whether structural characteristics can indeed be found in the organizational population studied. This lacuna is illustrated by exploring the structural interpretation of the field construct in the case of the recent overhaul of English primary care. Findings demonstrate the need for a more robust application of institutionalism in empirical research. Possible research problems for public management and a future research agenda based on a more relational approach to fields are discussed.     

The ethics of corporate governance in public sector organizations

The current climate of increased accountability in public sector organizations has brought to public attention the ethical dimension of corporate governance. This article presents a conceptually informed method for undertaking of an ethically focused audit corporate governance. The conceptual-theoretical terrain is set out in three dimensions: ethics as applied moral philosophy; equity as social justice; and corporate governance as the moral health of an organization. At an operational level, the conceptual model proposed provides a framework to evaluate the overall integrity of an organization and embraces the inter-related themes of individual responsibility, social equity and political responsibility. A method for ethical audits is also set out. It emphasizes the significance of key personnel in (re)producing and challenging the organizational ethos, while recognizing the necessary limitations placed on researchers' commitment to anonymity and confidentiality in the collection, interpretation and analysis of data, and in the eventual sharing of such data.     

Responses to public sector reform policy

Abstract

The article compares the ways in which different public sector organizations respond to similar federal government demands for public sector reform. The empirical basis of the article is a comparison of public sector reform in three agencies managing road systems in three Australian states. There are two constants in the research; namely, the nature of the responsibilities of the agencies with respect to the road network, and the demands of federal government policy for road reform throughout Australia. Yet within the ambit of these two constants, there is a distinctive contrast in the way the agencies have approached and implemented both policy and reforms. The article uses Hood's framework for viable organizational design options for variables relating to grid and group as an explanatory model for the results obtained from the research. Furthermore, it examines the utility of Hood's four styles of public sector organizations in order to explain different change outcomes in the three agencies studied.     

The Innovation Imperative: An analysis of the ethics of the imperative to innovate in public sector service delivery

Innovating to improve public service is regarded as potentially obligatory, not merely laudable, part of good public management. However, the moral content of an obligation to innovate is not well understood. How can we innovate ethically? In academic bioethics and research ethics, the obligatory nature of the ‘research imperative’ is discussed and criticized. In this article, I outline the content of what I call the ‘innovation imperative’ and draw a parallel between the innovation imperative and the research imperative, arguing that the ethical principles that govern innovation in public service are similar to those governing research imperative in biomedical sciences.     

Wrongful firing in violation of public policy: Who gets fired and why

We extend the whistle-blowing literature to the context of wrongful firings that violate a public policy. Our results suggest that the incidence of wrongful firings varies, depending on the employee’s gender and tenure, and the industry in which the organization operates. Wrongful firings do not occur more frequently in certain occupations, since firms wrongfully discharge professional and managerial employees as often as employees in technical, clerical, and laborer occupations. We also show that gender, tenure, occupation, and industry, in combination, can distinguish between three types of wrongful firings in violation of public policy. Our results support the application of theory and empirical research on whistle-blowing to the wrongful firing context, aiding researchers interested in developing explanations of wrongful firings in violation of public policy. For managers, our study points to the need to develop more effective responses to employees exercising legal rights, refusing to participate in illegal or unethical activities, and performing a public duty or obligation, such as whistle-blowing.     

Unequal and low pay in the public sector

This article assesses unequal and low pay in the public sector, and UNISON’s action on these issues. It is argued that gendered employment and pay are crucial to an understanding of sources of conflict and pressures for institutional change. The case is made for ‘mainstreaming’ women in accounts of public sector industrial relations.     

Human resource management in the public sector

This article charts the currents in public sector reform and examines how contemporary HRM articulates to the change agenda pursued in the public sector. It notes the differences between the traditional bureaucratic model and the new management approach of public sector operation and activity. It explores how the institutional, policy and organizational changes delivered a new paradigm of managing members of public service organizations.     

Employment equity in Canada and South Africa: progress and propositions

In 1998 the South African government attempted to redress historical workplace discrimination through the introduction of the Employment Equity Act, largely modelled on the Canadian legislation. This paper provides a background to the rationale for employment equity and related practices in both Canada and South Africa. Policies and practices are compared and progress achieved thus far in both countries is discussed. Suggestions for future consideration by South African policy makers and business leaders are proposed that include issues that are more difficult to legislate, yet which will determine the optimal progress of employment equity in South Africa. The issues highlighted in this regard pertain to top management commitment, the development of holistic human resources policies and practices, the appreciation and management of employee diversity and the creation of inclusive organizational cultures that address historical systemic discrimination.     

Strategic management tools and public sector management

Abstract

This article highlights the applicability and effectiveness of two well established strategic management tools, value chain and stakeholder analyses, in the context of seven public sector strategic consultancy projects. The article provides a strong justification for the use of both models, when used independently, but particularly in conjunction, as powerful strategic analytical frameworks that can significantly encourage and illuminate strategic discourses in public sector organizations.

The article establishes that strategic tools such as value chain analysis, when applied in the public sector context, require significant adaptation to maximize their contribution to understanding a given situation. This study proposes that the strategic analysis of relationships that build or contribute to concepts of organizational value are of limited importance if the complex web of interdependent relationships themselves are not clearly demonstrated. This work therefore makes a clear case for applying two strategic models, value chain analysis and stakeholder analysis, in an analogous way to demonstrate how strategic understanding in the public sector is enhanced as a result of such symbiosis.     

Institutional quality and human capital development in Africa

This study investigates the role of institutional quality in human capital development using a panel of 49 African countries over the period 1996–2018. The study employs a dynamic model based on a two-step system generalized method of moments. The results show that improving institutional quality promotes access to primary, secondary, and tertiary education overall and for females. In particular, government effectiveness, control of corruption and political stability, and the absence of violence, including terrorism, are the most important dimensions that foster human capital development. The results suggest that fostering these particular institutional quality dimensions is critical to improving human capital development in Africa.     

Further education and training in the french public sector

Since 1989, the French public sector has imitated the private sector's further education and training mechanisms. But today, it seems that just as in the private sector, the training policies in the public sector have severe limitations. Based on a case study of a large public research institute and on a national survey making it possible to compare the private and public sectors, the paper studies the further education and training policies and their links with the organizational needs. In the public sector, the difficult balance between individual's choices and strategic management comes on the one hand from the specificities of the administrative rules of human resource management, and on the other hand from the unions' power and strategies. Faced with new challenges (demographic evolutions, decentralisation, new demands from the users of public services), the French public sector must develop new training policies.     

Individual entrepreneurial orientation and intrapreneurship in the public sector

International Entrepreneurship and Management Journal - Municipalities and Cities are facing a strong pressure to digitalize and develop themselves into Smart Cities. This article investigates the...     

Property values and pension underfunding in the local public sector

This paper reexamines the empirical implication of the C. Tiebout (J. Pol. Econ.64, 416–424 (1956)) hypothesis, taking account of the fact that many municipal pensions are grossly underfunded. OLS results show that underfunding has no impact on local property values. The motives for incomplete funding of pensions are also examined and are built into a simultaneous equation model. The OLS results are confirmed and some light is shed on factors leading to the underfunding of pensions.     

Workplace learning and the employment relationship in the public sector

Training that is relevant to employers is not necessarily enriching for employees, especially those on the lower salary scales. The authors argue that the analysis of training and development needs to be understood in the context of the employment relationship. Drawing on reasearch evidence from six case studies in the public sector, the article examines the impact of changes in work organisation on workplace learning, managers' and employees' own strategies towards it and the limitations of tools such as appraisal. Since employees' existing qualifications are poorly utilised and their development needs often frustrated, issues concerning job design, occupational progression routes and employee entitlements need to be addressed.