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We assess the turnover intentions of federal employees using Hirschman's theory of exit, voice and loyalty. Specifically, we follow other studies that have tested the effects of loyalty and voice on the likelihood a person states their intention to leave. However, using large-scale survey evidence from the federal workforce, we are able to assess the impact of loyalty, voice, and other factors (including assessments of pay) on the likelihood that a respondent will retire, leave for another federal agency, or leave for another sector. Our statistical analysis provides evidence that perceptions about voice and loyalty limit exit. Yet, the effect of voice, loyalty and pay vary with exit option. [ABSTRACT FROM AUTHOR]

We examine data from a laboratory test in which pairs of subjects are given the task of negotiating a wage-labor agreement. We find limited evidence for gender differences in the content of wage agreements and differences in trusting behavior. ..PAT.-Conference Proceeding [ABSTRACT FROM AUTHOR]

This study examines President Dwight D. Eisenhower’s creation of the Department of Health, Education, and Welfare in 1953 as a mechanism of political transformation and the construction of a modern Republican party. The president may use the reorganization of the federal bureaucracy to enhance his electoral circumstances and solve the political problems he faces as the leader of his party by transforming the public’s perception of his partisan affiliation (the meaning of his partisan label). However, when candidates undertake ‘flanking’ moves to enlist outside voters at the risk of losing support among party activists, they must make credible commitments to the policy path the disaffected and unrepresented voters value. In this case, agency structure is a credible commitment reinforced by the selection of credible agency appointees. [ABSTRACT FROM AUTHOR]

ABSTRACT. We assess the link between a program’s volunteer support and state social capital in the case of the joint implementation of the federal Long-Term Care (LTC) Ombudsman Program by state and federal authorities. This program, which is designed to prevent elder abuse and ensure quality care in long-term facilities, is implemented at the state and local levels and relies heavily on volunteer staff. First, we find that volunteerism is vital to the efficacy of the program’s monitoring and investigative functions. Second, we find that volunteerism in this program is tied to broader level conditions of a state’s social capital. Last, we discuss the implications of our findings for volunteer-based programs devolved to the states. [ABSTRACT FROM AUTHOR]