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AbstractOrganizational justice, diversity, and inclusion are central tenets of social equity in public organizations. This study explores the effects of diversity management and inclusive leadership practices on employees' perceptions of organizational justice. Drawing from FedScope and the 2019 Federal Employee Viewpoint Survey, we find that an increase in the number of women and Black, Indigenous and other People of Color (BIPOC) is not sufficient to improve employees' perceptions toward organizational justice; rather, as workforce diversity increases, the perception of organizational justice decreases when the relationship is moderated by an active form of diversity management, such as an organization's policies and programs to promote heterogeneous workgroups. The results suggest that as workplace diversity increases, inclusive leadership practices positively influence organizational justice. The findings also indicate that the impact of diversity and inclusion on employees' perceptions of organizational justice differs by gender and race.

The United States has witnessed waves of immigration throughout its history, with the current immigration policies regulated by the reforms enacted under President Lyndon Johnson in 1965. Immigrants now come from all over the world, with China and India supplying the largest numbers in science and engineering (S&E) fields. Although the US is seen as coping rather successfully with immigration from Europe, that is not the case with Asian immigration. Assimilation theorists have long argued that Asian immigrants face problems in adapting to the American culture and lifestyles; in contrast, multicultural theorists have hailed cultural diversity brought by Asian immigrants. Ethnic organizations can play an integral role in Asian immigrants' adaptation and integration in the United States. Utilizing 40 in-depth interviews of Indian immigrant engineers working in the US technology companies, the present study examines if they belong to ethnic associations. If yes, why do they feel a need to belong to these associations? If no, why not? It further sheds light on their need to belong to such associations. The findings show that the need to belong to Indian associations varied with the stage of their lives, which can be depicted as a U-shaped curve.

Emotional labor (EL) involves regulating, managing, and sensing others' emotions to achieve organizational goals. However, it is often considered a unitary variable, without examining the specific types of emotional labor (i.e., deep acting and surface acting). Thus, the purpose of this research is to extend the under-researched work on surface-acting and deep-acting strategies of EL on job involvement in the public sector by examining the mediating effects of personality–job fit. This research employs the 2016 Merit System Principles survey data to explore the relationship between the variables. Results show that personality–job fit has a positive mediating effect on deep-acting EL and job involvement and a negative mediating effect on surface acting and job involvement. Findings may help administrators understand and prevent the potential results of employees' EL behavior and the importance of personality–job fit in organizational outcomes.

This article tracks the evolution of ethics in American public administration from the inception of the field in the late nineteenth century to the present, and employs the ethical lens to address some of the current pressing problems (e.g., immigration, climate change, and e-surveillance). The study acknowledges the fact that ethics has not evolved in a vacuum. Ever since the Progressive Era, various forces—social, political, legal, as well as technological—have greatly shaped the evolution of ethics, with every era injecting its opportunities and challenges, as well as its dictating values. This article highlights the continuity of ethics in public administration, by arguing that administrative ethics has not been static as it evolved over the years; it has evolved not by omission but by addition, in reflecting the changing reality of every age.

AbstractPublic managers across countries are faced with challenges of attracting and retaining high‐quality employees in the context of widespread financial constraints and increasing inter‐sectoral competition. These changing circumstances have reinforced the need to enhance public employees' affective organizational commitment, which is related to important outcomes such as employees' performance and retention. However, we know little about the factors that can positively influence affective organizational commitment in a cross‐national context. This study applies a cross‐national comparative approach using data from four US states (Oregon, Florida, Washington, and Utah) and India to examine the factors influencing affective organizational commitment. We focus mainly on the effects of job satisfaction, which is considered to be the most important antecedent of affective organizational commitment. Our findings indicate that, in both countries' contexts, job satisfaction has a significant positive impact on affective organizational commitment. We also examine the US–India differences in the levels of affective organizational commitment. Findings indicate that, compared to the four US states of Oregon, Florida, Washington, and Utah, affective organizational commitment is significantly higher among Indian public managers.

Diversity is an important facet of public administration, thus it is important to take stock and examine how the discipline has evolved in response to questions of representative democracy, social equity, and diversity. This article assesses the state-of-the-field by addressing the following question: How has research on diversity in the field of public administration progressed over time? Specifically, we seek to examine how the focus of diversity has transformed over time and the way the field has responded to half a century of legislation and policies aimed at both promoting equality and embracing difference. We utilize a conceptual content analysis approach to examine articles published on diversity in seven key public administration journals since 1940. The implications of this study are of great importance given that diversity in the workplace is a central issue for modern public management.

Chapter 1: Introduction -- Chapter 2: The History and Evolution of HRIS -- Chapter 3: Existing Research on HRIS in Public Organizations -- Chapter 4: The Architecture of HRIS -- Chapter 5: Public and Non-Profit Organizations versus Private Industry Needs -- Chapter 6: Application of HRIS in public organizations -- Chapter 7: The Theory of how HRIS Should Work -- Chapter 8: The functional areas utlilizing HRIS in a public organization -- Chapter 9: Obstacles for Public Organizations using HRIS -- Chapter 10: The Costs of HRIS and Dangers of Migration of HRIS data -- Chapter 11: Higher Education Specific HR Issues -- Chapter 12: Conclusion - What have we learned -- Index.

AbstractThis study empirically investigates the effects of public leadership (PL) on job performance (JP) and notes the mediating role of public service motivation (PSM) and the moderating role of environmental complexity (ENC) between PSM and JP. The research framework was tested using a survey of 211 civil servants working in Pakistan. The findings indicate significant positive effects of PL on JP. This relationship was partially mediated by PSM. Additionally, this study found that ENC negatively moderates the positive relationship of PSM and JP and dampens the effect of PSM on JP. The managerial implication of this study is to translate PSM into improved JP by reducing environmental complexities. Suggestions for future research are also presented.

AbstractThis study examines women's managerial experiences in leadership roles and reflects on their career needs. Women's career needs are understood by applying the Kaleidoscope Career Model (KCM), which is yet to be widely explored in public sector settings. The KCM recognizes the interplay of multiple experiences that shape the career development of women in the workforce. Using 21 in‐depth interviews with women municipal government leaders in the United States; we find that while all three parameters of the KCM model are relevant for women public managers, the need for balance is overwhelmingly evident for women across all generations. Further, we demonstrate how the relationality of women public managers and the interplay of personal and professional needs drive their career goals. The findings from this study are relevant to human resource development policies and practices that consider generational differences into account. Work‐life balance needs are relevant for women across all generations (Baby Boomer, Generation X, and Generation Y), and organizations play a vital role in mitigating the burden for women managers. Women public managers' need for balance dominates across generations over the need for challenge and authenticity. Human resource management programs should consider policies and programs that are responsive to the specific needs of women across different generations. Women managers from Generation X and Baby Boomer generational cohorts express interest in leaving their current position or look forward to retirement in the future.