Sally Coleman Selden

Individual Conceptions of Public Service Motivation

Many scholars and practitioners of public administration converge on the belief that some individuals are predisposed to perform public service. James L. Perry (1996) recently clarified the public service motivation (PSM) construct and proposed a measurement scale. The present study builds on and extends this important stream of research by examining how individuals view the motives associated with public service. Specifically, we use an intensive research technique called Q-methodology to examine the motives of 69 individuals. We identify four distinct conceptions of PSM: individuals holding these conceptions are referred to as samaritans, communitarians, patriots, and humanitarians. The practical and theoretical implications of these findings are discussed.

No longer unmeasurable? A multidimensional integrated model of nonprofit organizational effectiveness

Few topics in nonprofit research and practice have received greater attention in recent years than organizational effectiveness. In spite of this intellectual interest, little consensus has emerged, either theoretically or empirically, as to what constitutes organizational effectiveness and how best to measure it. In this article, we introduce a multidimensional and integrated model of nonprofit organizational effectiveness (MIMNOE). The model captures two prominent dimensions of organizational effectiveness, management effectiveness and program effectiveness. In addition, to illustrate how this framework can be used empirically, the article proposes a method of analysis that exploits the interrelationships between the multiple dimensions in the model. MIMNOE is useful for both scholars and practitioners because it requires attention not only to program outcomes, but also equally to the factors that influence those outcomes.

Administrative Discretion and Active Representation: An Expansion of the Theory of Representative Bureaucracy

Recent studies of the theory of representative bureaucracy have focused on active representation, whereby administrators in public organizations work to advance the interests of particular groups, achieving policy outcomes that directly address the needs of those groups. The concept of administrative discretion is central to these studies, as an administrator must have the discretion to produce results that reflect the values and beliefs of these groups. While the presence of discretion is often implied in these studies, few have examined it explicitly. Using data from the Farmer’s Home Administration, we explore whether administrators who perceive themselves as having more discretion enact policy outcomes that are more representative of minority interests. The results strongly support the conclusion that administrators who perceive themselves as possessing significant discretion and who assume the role of minority representative in their agencies are more likely to enact policy outcomes that favor minority interests. In the evolution of public administration theory and practice, a general consensus has been reached that the investment of discretionary power in administrative agencies is a fact of life. While public administration theorists once believed that a public administrator’s actions could be dictated clearly by legislative mandate, numerous studies have demonstrated it is often impossible for legislators to anticipate all of the circumstances that may influence admin

The Adoption of Innovation by Smaller Local Governments: The Case of Computer Technology

Most research on the adoption of computer technology centers on municipalities with populations exceeding 50,000. This article explores the degree to which findings from these large local governments apply to the adoption of computers in smaller municipalities. Based on a panel study of local governments at two points in time, the analysis provides support for hypothesized relationships derived from studies of larger cities linking environmental and organizational factors to computer technology adoption. Adopting innovation has inspired voluminous research aimed at explaining why one organization is more likely than another to adopt an innovation.

A Model of Voluntary Turnover in State Government

While many researchers have examined turnover in private sector firms, only a few studies have focused on quit rates in the public sector organization This article develops and tests a conceptual model of voluntary turnover in state government. The most significant finding is that state employees are less likely to quit in states with on-site childcare State governments that allow greater internal opportunity for movement are also more successful at retaining employ ees. In addition, state employees who are represented by unions and are better paid are less likely to quit.

The Reinvention of Public Personnel Administration: An Analysis of the Diffusion of Personnel Management Reforms in the States

Reform is a common theme in American public administration. During the twentieth century at least 12 major administrative reforms have taken place at the federal level and countless others in state and local governments. Frequently, these reforms have addressed the operation of public personnel management systems. Recent efforts associated with the reinventing government movement, for example, have proposed numerous alterations to civil service rules and procedures, and many jurisdictions have implemented significant changes in their personnel practices. This article examines the extent to which these kinds of personnel reforms have been implemented by state governments. A reform index is developed to document the considerable variation among the states in their approach to personnel practices. Several state characteristics are associated with scores on this index, including legislative professionalism, which bears a positive relationship to reform, and the level of unemployment within a state and the proportion of state employees associated with public employee unions, which are both negatively associated with reform.

Human Resource Practices in State Government: Findings from a National Survey

What are states doing with respect to human resource practices to improve government operations? Using data collected by the Government Performance Project, this article identifies emerging trends and innovations in state personnel systems. Specifically, it provides a national comparison in the areas of personnel authority, workforce planning, selection, classification, and performance management. Results show that many states are delegating authority for personnel functions to agencies and managers, shifting their human resource missions to being more proactive and collaborative with agencies, and adopting performance management systems that integrate organizational and individual goals. In short, many states are investing considerable resources to modernize their human resource management systems.

Reconciling Competing Values in Public Administration: Understanding the Administrative Role Concept

This article reports research on the administrative role concept. The authors use the inductive research technique Q-methodology to probe the belief systems of 69 public administrators about their administrative roles and responsibilities. Results show that these administrators perceive five distinct roles. The authors labeled these roles stewards of the public interest, adapted realists, businesslike utilitarians, resigned custodians, and practical idealists. There is slight evidence of a neutral competence role as suggested by the Pendleton Act of 1883, Woodrow Wilson, and others (resigned custodian) but more support of a proactive administrative role (steward of the public interest) that overlaps with the role described by recent scholars such as the Blacksburg group. Another important finding is that three of the role conceptions appear to reject being responsive to the desires of elected officials. The five roles are examined in more detail, and the implications for future research are discussed.

Rethinking Diversity in Public Organizations for the 21st Century Moving toward a Multicultural Model

The 21st century promises a more diverse public workplace in terms of race, ethnicity, culture, gender, age, and disabilities. In light of the shifting composition of public organizations, this article applies three different paradigms of diversity developed to understand private organizations and analyze practices in and research about public organizations. Building on these paradigms, this article proposes a new process for managing diversity that facilitates the development and promulgation of a multicultural organization. This paradigm of multiculturalism cultivates a climate in which individuals from dominant and nondominant cultures coexist and thrive. Consequently, agencies will be more effective in recruiting and retaining a diverse workforce, structuring internal processes, and serving clients.

Pay-for-Performance Systems in State Government Perceptions of State Agency Personnel Managers*

Pay for performance has been a widely used method of compensation in the public sector since the early 1980s, but a growing body of research has indicated that numerous problems can be associated with the application of performance-based compensation systems In late 1993, the federal government, after years of difficulty experienced with its merit pay program, took a significant step back from pay for performance through passage of the Performance Management and Recognition System Termination Act This research seeks to determine whether state governments are becoming similarly disenchanted with pay for performance To gain insight into this question, a survey was administered to a nationwide random sample of state agency personnel management executives Results indicate that pay for performance remains as popular as ever in state government, and that nearly all of the systems in the states utilize merit pay despite difficulties often associated with that approach to pay for performance.