Sandra Groeneveld

A Contingency Approach to Representative Bureaucracy: Power, Equal Opportunities and Diversity

In this article we develop a contingency approach to representative bureaucracy. We argue that representative bureaucracy is a multidimensional and changing concept, and that in the academic and policy debate on representative bureaucracy three different dimensions are intermingled: power, equal opportunities and diversity. These dimensions not only reflect a particular view on the role of the state and the relation between the state and citizens, they also diverge in the motives for making the bureaucracy representative. Even the conception of what representation means can be totally different. We conclude that modern diversity management approaches alone may not contribute to nation-building because these mainly emphasize organizational performance. Approaches to representative bureaucracy in nation-building must also be built on moral arguments and underline the exemplary role of the state. In addition, the political viability of managerial and moral approaches needs to be taken into account through acknowledging political realities and existing distributions of power in society. Points for practitioners Through using a contingency approach we show how representative bureaucracy has been used as a political and administrative answer to quite different social, political and administrative problems and challenges. Through analysing these contingencies, this article contributes to nation-builders’ quest for a fitting concept of representative bureaucracy in the contexts in which they are working. The instruments used to make the bureaucracy representative need to be aligned with dominant conceptions of the state, politics, and citizens.

Quantitative Methods in Public Administration: Their Use and Development Through Time

ABSTRACT This article aims to contribute to recent debates on research methods in public administration by examining the use of quantitative methods in public administration research. We analyzed 1,605 articles published between 2001–2010 in four leading journals: Journal of Public Administration Research and Theory (JPART), Public Administration Review, Governance, and Public Administration (PA). Results show that whereas qualitative methods are still predominant compared to quantitative methods (56% versus 44%), the field is becoming increasingly quantitative. Of quantitative methods used, surveys are most dominant, while a combination of methods is used far less often. In general, very few studies use a mixed methods design. As to the areas of research, we found that the use of quantitative methods is unequally distributed; some subfields (public management) use quantitative methods more often than others (policy and politics), and some journals (JPART, PA) publish articles on quantitative research more than others (Governance). Implications for public administration research are discussed.

Joining the Dutch Civil Service

Abstract This article focuses on the work motivation of employees who joined the Dutch civil service between 2000 and 2006. It relates changes in five distinct motives to the changing economic context and the recruitment campaign run by the Dutch civil service. Results show that both extrinsic and public service motivations of employees were greater when unemployment was higher. Surprisingly, the intensity of the recruitment campaign correlated with both intrinsic and extrinsic motives, and the campaign appears to have attracted workers with a higher level of public service motivation and with a greater attraction to the public sector.

Diversity Policies in Public and Private Sector Organizations: An Empirical Comparison of Incidence and Effectiveness

This article centers on a comparison of diversity policies in Dutch public and private sector organizations and their effectiveness in improving ethnic minority representation. Data have been obtained from 8,283 annual reports of Dutch organizations in 2001 and 2002. Three types of diversity policies are analyzed: (a) policies designed to analyze ethnic minority representation, (b) policies designed to improve the influx of ethnic minorities in organizations, and (c) policies designed to improve the management of a diverse workforce in organizations. Results show that public sector organizations report more diversity policies and different types of diversity policies than do private sector organizations. In terms of effectiveness, only policies designed to improve the management of a diverse workforce seem to affect the representation of ethnic minorities in organizations in the short term. No sectoral differences in the effectiveness of various policy types were found.

Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

Abstract We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors.

Talking the Talk or Walking the Walk? The Leadership of Planned and Emergent Change in a Public Organization

Abstract The implementation of public management reform may entail radical change for public sector organizations, as it implies changes in the values of the organization. Although such organizational changes are widespread and prevalent in the public sector, the processes through which such changes take place are largely overlooked in the public management literature. By means of an embedded, comparative case study, the authors analyse both planned and emergent processes of change. Their analysis indicates that changes come about through careful reinterpretation and reframing of organizational commitments, rather than replacement of the old by the new values. Moreover, there are important differences in the leadership activities in planned and emergent processes of organizational change. They highlight the need for an increased understanding of the role of leadership in emergent processes of change. In order to successfully change public organizations, they find that the approach to change and corresponding leadership activities should be congruent with the content of the desired organizational change. Managers must dare to go beyond talking the talk and start walking the walk.

Diversity and employee turnover in the Dutch public sector: Does diversity management make a difference?

Purpose – The purpose of this paper is to explore the differences in turnover and turnover intention by gender and ethnicity. In addition, it seeks to examine the effects of diversity management on turnover intention.Design/methodology/approach – A theoretical framework is constructed on the basis of ASA‐ and PO‐fit literature and previous research on diversity management and turnover. By analyzing two large‐N survey datasets the determinants of turnover and turnover intention of both native Dutch and ethnic minority men and women are examined.Findings – Results show that womens turnover is most commonly associated with intrinsic factors, whereas mens decisions to leave the public sector are most commonly motivated by extrinsic factors. For ethnic minority men, the management of the organization and the leadership style of the supervisor are important determinants of any intention to leave the public sector. There is only a modest negative effect of diversity management on turnover intention.Practical i...

Diversity Management in Public Organizations and Its Effect on Employees’ Affective Commitment: The Role of Transformational Leadership and the Inclusiveness of the Organizational Culture

The purpose of this article is to explore the link between diversity management in public organizations and employees’ affective commitment by testing hypotheses on the mediating roles of transformational leadership and inclusive organizational culture. By combining theories on human resource management and performance with theories on diversity and inclusiveness, a theoretical model is built explaining when and why diversity management should positively affect employees’ affective commitment. Survey data from a representative sample of 10,976 Dutch public sector employees were used in testing our hypotheses using structural equation modeling techniques. Results show that the effect of diversity management on employees’ affective commitment can partially be explained by its impact on the inclusiveness of the organizational culture. In addition, the impact is influenced through the transformational leadership shown by supervisors who can be considered as the implementers of diversity management and as agents in creating inclusiveness. The implications for future research and management practice are further discussed.

Work–Life Balance Support in the Public Sector in Europe:

This article examines the level of support for the integration of paid work and personal life (work–life balance [WLB] support) in public sector organizations in Europe. Data of the Establishment Survey on Working Time and Work-Life Balance 2004-2005 (ESWT) is used to analyze the supportiveness of public sector organizations within and between countries. So far, little attention has been paid to variation within the public sector and whether and to what degree this is related to institutional and economic drivers. The results suggest that institutional pressure is the most important driver for public sector organizations to offer WLB support to their employees: State support in a country has a positive relationship with WLB support in public organizations, in particular for public administration organizations. Little evidence for the relevance of economic drivers was found despite the introduction of new public management (NPM)-style reforms in the public sector.

Gender differences in academic careers: evidence for a Dutch university from personnel data 1990-2006

Purpose – The purpose of this paper is to examine gender differences in promotion probabilities of the academic staff of a large university in The Netherlands, taking into account the sex segregated context of the faculty.Design/methodology/approach – The study uses records of the universitys personnel information system from 1990 to 2006, covering the data of 1,792 employees in the academic ranks who have entered since 1990. Cox regression models are used to test three hypotheses.Findings – The findings show that women have lower promotion probabilities than men. The gender differences are primarily explained by differences in years of service and external mobility, and not by the sex segregated context of the faculty. A higher share of women decreases the odds of being promoted for both men and women. Gender differences in working hours do not explain the gender differences in promotion probabilities.Originality/value – The paper adds to the existing literature because event history analyses have hardl...