Search

Introduction A greater emphasis on efficiency has been a central refrain of public administration theory and practice over the past decades (Frederickson, 1996; Peters & Pierre, 1998; Stoker, 2006). Since [...], All around the world, public organizations have faced strong pressures to improve performance and generally 'do more with less,' particularly following the global slowdown of 2008. This article examines the effects of organizational emphasis on efficiency in local government using data from a large survey of civil servants in South Korea. Findings from a fixed effects analysis indicate that higher levels of efficiency emphasis are related to stronger employee turnover intention. However, a number of moderating factors are also uncovered, suggesting that individual levels of public service motivation as well as perceived procedural justice and innovation climate can influence this relationship, lessening the impact of efficiency emphasis on turnover intention. These individual and organizational level factors may thus act as a buffer for increased performance demands. A number of implications for public management are discussed. Keywords turnover, efficiency, PSM, innovation, procedural justice

Introduction Public organizations are hiring women and minorities to create a diverse workforce that reflects the demographics of the nation. Furthermore, they are providing diversity training that focuses on handling [...], This study focuses on the concept of organizational inclusion, which goes beyond diversity management, the dominant paradigm in the field of public administration. Although several studies in public administration mention the importance of inclusion, none of these studies have empirically tested its association with performance beyond diversity management. Data for this study comes from a survey conducted among public managers in Texas agencies. The study finds that diversity management alone is insufficient for improving workplace performance. What is required instead is an approach that promotes greater inclusion of employees in ways that takes their views into account and promotes self-esteem. The results show that productive workplaces exist when employees are encouraged to express their opinions, and their input is sought before making important organizational decisions. This requires supportive leadership and empowering employees with information and resources that will help them make important decisions about their jobs. Keywords organizational inclusion, diversity, diversity management, organizational performance, leadership