Suchergebnisse

Little research focuses on how management in the public sector influences outcomes relevant to unions, such as membership rates. Membership is a particularly vexing union problem in right-to-work environments, such as the federal government, where no requirements exist for any dues payments. This research addresses the association between perceptions of the fairness of management decisionmaking procedures and the propensity to pay union dues in the federal government. An increase in the perception that management makes decisions fairly is associated with a decreased likelihood that a federal employee will choose to be a member of a union. Likewise, minorities appeared more likely than non-minorities to be union members, when controlling for other factors.

This article examines the relationship between federal employee perceptions of procedural justice and work satisfaction rates, turnover intentions, and the degree to which employees trust their managers. As the federal government considers reforming the civil service system, including changes to the procedures used to discipline employees and resolve grievances, understanding these relationships becomes particularly important. Analysis of Department of Defense data from the 2002 Federal Human Capital Survey indicates a significant, positive relationship between procedural justice perceptions, satisfaction rates, and trust in management. Likewise, a significant and negative relationship exists between procedural justice perceptions and turnover intentions. Interestingly, given similar levels of procedural justice perceptions, managers exhibit lower levels of satisfaction and trust and higher turnover intentions. This study provides an important benchmark for Defense and other agencies that are redesigning personnel systems and serves as a caution against implementing systems that employees may not view as either legitimate or just. Adapted from the source document.

A growth in organizational justice research is evident in the field of public administration. This present study asks whether the relationship between key justice perceptions and attitudinal and performance outcomes vary as a function of occupational status. Building on the extant literature on social status, this study hypothesizes that employees in a higher status occupation will respond more strongly to justice perceptions than those in a lower status occupation by exhibiting lower levels of job satisfaction, organizational commitment, task performance, and citizenship behaviors. Based on a sample of employees in a large public agency in Thailand, our findings indicate that although employees in the two occupational groups do not differ significantly in their perceived justice levels, those in a higher status occupation are more strongly affected by perceptions of procedural and interpersonal justice. This study underscores the importance of accounting for occupational differences when it comes to implementing justice-related policies and practices.

Using the accountability framework developed by Romzek, Dubnick, and colleagues, this article considers the creation and operation of the Coalition Provisional Authority (CPA). The CPA's short duration and the difficult circumstances of Iraq combined to pose fundamental challenges to the normal expectations for accountable behavior of a federal agency. With minimal plans in place for governing Post-invasion Iraq, the CPA had little structure and few institutional expectations to influence its behavior. This lack of guidance, combined with the CPA's de facto reporting relationships and noncareer staff, led to the maximization of political accountability, whereas professional accountability was secondary.