Personnel constraints in public organizations: a study of intraorganizational variation and performance

Prior research has shown that personnel constraints are far more prevalent in the public sector than in the private sector. Anecdotal accounts suggest that public managers are hamstrung by these personnel constraints – particularly their inability to reward and punish employees to promote higher performance. As a result, more than three decades of public management reform has attempted to loosen these constraints on the assumption that more personnel system flexibility will lead to increased organizational performance. We mount an empirical study to test this assumption with data taken from a large-scale survey of English local authorities and other sources. We operationalize personnel constraints using Rainey’s (1979; Rainey et al. 1976) longstanding measures: "difficulty in removing poor managers" and "difficulty in rewarding good managers". We show that attitudes towards personnel constraint vary within organizations in statistically significant ways. The results from our lagged autoregressive multiple regression models also show that one of our personnel constraint measures – "difficulty in removing poor managers" – is harmful to performance but that the other "difficulty in rewarding good managers" has weak but positive short-term effects. The implications of these findings for public management research and practice are considered in the concluding section of the paper.postprintThe 10th Biennial Public Management Research Conference, Ohio State University, Columbus, OH., 1-3 October 2009

Local Government Management and Performance: A Review of Evidence

PresentationSession 5: Managing CollaborationLocal governments play a critical role in delivering services to the public. Over recent decades scholars have begun to empirically examine the relationship between the management and performance of local governments, locating this in economic, contingency, and resource-based theoretical frameworks. In this study, we undertake a comprehensive assessment of what is currently known about the management-performance hypothesis in local governments by integrating the empirical research that has been published over the past 40 years. We uncover 86 empirical articles that rigorously test the management-performance hypothesis and apply the support score review technique to the findings of these studies. Our analysis suggests that scholars have yet to explore all of the approaches to local government management with the same vigor. The majority of attention has been focused on the concepts of organization size, strategy content, planning, staff quality, personnel stability, representative bureaucracy, and networking. The evidence points toward strong positive performance effects resulting from staff quality, personnel stability, and planning, and moderate support for the benefits of networking, representative bureaucracy, and strategy content. Subanalyses reveal different relationships across dimensions of performance and organizational levels within local governments, and that the British and American scholars that have dominated these studies have largely drawn upon divergent theoretical perspectives. Directions for future research are also considered

What You See Depends on Where You Sit: Managerial Perceptions of Red Tape in English Local Government

This exploratory study investigates red tape in English local government. We build on previous research by examining perceptions of internal and external measures of red tape among three tiers of public managers: corporate officers (includes the chief executive officer and corporate policy directors), chief officers (the most senior officers with specific service delivery responsibilities), and service managers (first-line supervisory officers and section heads). The results show that these officials perceive red tape differently depending on their respective roles and stations in local government and that the determinants of red tape are likely to vary at each tier. Where there is common ground it suggests that a developmental culture, logical incremental strategy formulation, reductions in regulation and stable external political contexts will work to reduce red tape. The implications for theory and practice are discussed.postprin

Bureaucratic malaises and their remedies in Public and Nonprofit Organizations

Many experts have observed that bureaucratic malaises are endemic in public sector organizations. These so-called “diseases,” which include personnel constraints, red tape and risk avoidance, can discourage workers, damage organizational performance, and lower the quality of public services. The depth and impact of these malaises are tested across the public and nonprofit sectors using data from the third National Administrative Studies Project (NASP III). NASP III surveyed randomly selected managers in public and nonprofit organizations in Georgia and Illinois. Multiple informant data are aggregated to the organizational level resulting 47 public and 64 nonprofit organizations for further analysis. Multivariate statistical analysis suggests that most of the maladies have harmful effects on work quality in the public sector, but not on the nonprofit agencies studied in this sample. The results further show that task clarity does not mitigate the performance effects of these maladies in the public sector whereas in the nonprofit sector it is associated with higher levels of performance. The implications for theory and practice are discussed.postprin

Administrative or survey data for measuring organizational performance: what's the difference?

Debate about the best way to measure performance in studies of management in public organizations is longstanding. We address this topic through a review of the evidence from 93 studies that use administrative and/or survey measures of organizational performance. We find that administrative data typically reflect the performance judgements of government (at the central, regional and local level) and regulators, while survey data is based on the perceptions of citizens, service users and public sector managers. We undertake a critical review of the twelve articles that use both administrative and survey measures of organizational performance. This reveals limited differences in the impact of management variables on the two types of performance measures. However, in those studies using survey measures, management variables are more likely to have a positive link with the performance judgements of service consumers than the judgements of managers themselves. This implies that public managers may underestimate their impact on citizens’ perceptions of organizational performance.postprintThe 14th International Research Society for Public Management (IRSPM) Conference, Berne, Switzerland, 7-9 April 2010

Vertical mixing, critical depths, and phytoplankton growth in the Ross Sea

Phytoplankton growth and biomass accumulation vary spatially and temporally in the Ross Sea, largely as a function of ice concentrations, vertical mixing depths, and iron concentrations. To assess the role of vertical mixing in bloom initiation, we used a high-resolution numerical model to estimate changes in mixed layer depths from October 1 through early December, the period where phytoplankton growth begins and biomass accumulates, and estimate critical depths for this period. Mixed layers in October ranged from the complete water column (\u3e600 m) to ca. 200 m; over a 60-day period, the mixed layers decreased on average by 70%. Estimated critical depths were exceeded in October, but would allow growth to proceed in late October due to shoaling of mixed layer depths, consistent with the known onset of the spring bloom in the Ross Sea. We also analysed a series of stations sampled near the Ross Ice Shelf during January 2012. Mean vertical profiles for the stations indicated deep vertical mixing; mixed layer depths averaged 60 m and ranged up to 96 m. Chlorophyll concentrations within the mixed layer averaged 6.60 mu g l(-1), and the pigment contributions were dominated by Phaeocystis antarctica. We suggest that this mesoscale region near the ice shelf is elevated in phytoplankton biomass due to frequent mixing events that redistribute biomass to depth and replenish nutrients, which in turn are utilized by an assemblage capable of utilizing low mean irradiance levels. Thus, the deep mixed layers and high biomass concentrations represent growth over long periods under reduced mixing punctuated by short periods of deeper vertical mixing that redistribute biomass. Water column vertical mixing and phytoplankton biomass in the Ross Sea are consistent with the critical depth concept as originally proposed by Sverdrup

Centralization, organizational strategy, and public service performance

We test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, even when controlling for prior performance, service expenditure, and external constraints. However, the impact of centralization is contingent on the strategic orientation of organizations. Centralized decision making works best in conjunction with defending, and decentralized decision making works best in organizations that emphasize prospecting.postprin

External control and red tape: the mediating effects of client and organizational feedback

Bozeman’s (1993, 2000) external control model of red tape posits that organizations with higher degrees of external control will have higher levels of red tape. According to the model, this is compounded by entropy affecting the communication of rules and their results, limited discretion over rules and procedures, and non-ownership of rules. However, the model predicts that red tape will be mediated by communication from clients and within the organization. Bozeman’s model is often cited in the literature, but it has not been subjected to empirical verification. This study tests the model using data from a multiple informant survey of 136 upper tier English local governments conducted in 2004 and several secondary sources. Statistical results show that external control does indeed lead to higher levels of red tape. We then test a number of organizational feedback mediators and find that client feedback does little to mediate the effects of red tape; the major factor is trust between politicians and officers. We discuss these findings and propose some changes to the model.postprin

Eurasian Arctic greening reveals teleconnections and the potential for novel ecosystems

Arctic warming has been linked to observed increases in tundra shrub cover and growth in recent decades on the basis of significant relationships between deciduous shrub growth/biomass and temperature. These vegetation trends have been linked to Arctic sea ice decline and thus to the sea ice/albedo feedback known as Arctic amplification. However, the interactions between climate, sea ice and tundra vegetation remain poorly understood. Here we reveal a 50- year growth response over a >100,000 km2 area to a rise in summer temperature for alder (Alnus) and willow (Salix), the most abundant shrub genera respectively at and north of the continental treeline. We demonstrate that whereas plant productivity is related to sea ice in late spring, the growing season peak responds to persistent synoptic-scale air masses over West Siberia associated with Fennoscandian weather systems through the Rossby wave train. Substrate is important for biomass accumulation, yet a strong correlation between growth and temperature encompasses all observed soil types. Vegetation is especially responsive to temperature in early summer. These results have significant implications for modelling present and future Low Arctic vegetation responses to climate change, and emphasize the potential for structurally novel ecosystems to emerge fromwithin the tundra zone.Vertaisarviointia edeltävä käsikirjoitu

Insulin therapy and dietary adjustments to normalize glycaemia and prevent nocturnal hypoglycaemia after evening exercise in type 1 diabetes: a randomized controlled trial

Introduction Evening-time exercise is a frequent cause of severe hypoglycemia in type 1 diabetes, fear of which deters participation in regular exercise. Recommendations for normalizing glycemia around exercise consist of prandial adjustments to bolus insulin therapy and food composition, but this carries only short-lasting protection from hypoglycemia. Therefore, this study aimed to examine the impact of a combined basal-bolus insulin dose reduction and carbohydrate feeding strategy on glycemia and metabolic parameters following evening exercise in type 1 diabetes. Methods Ten male participants (glycated hemoglobin: 52.4±2.2 mmol/mol), treated with multiple daily injections, completed two randomized study-days, whereby administration of total daily basal insulin dose was unchanged (100%), or reduced by 20% (80%). Participants attended the laboratory at ∼08:00 h for a fasted blood sample, before returning in the evening. On arrival (∼17:00 h), participants consumed a carbohydrate meal and administered a 75% reduced rapid-acting insulin dose and 60 min later performed 45 min of treadmill running. At 60 min postexercise, participants consumed a low glycemic index (LGI) meal and administered a 50% reduced rapid-acting insulin dose, before returning home. At ∼23:00 h, participants consumed a LGI bedtime snack and returned to the laboratory the following morning (∼08:00 h) for a fasted blood sample. Venous blood samples were analyzed for glucose, glucoregulatory hormones, non-esterified fatty acids, β-hydroxybutyrate, interleukin 6, and tumor necrosis factor α. Interstitial glucose was monitored for 24 h pre-exercise and postexercise. Results Glycemia was similar until 6 h postexercise, with no hypoglycemic episodes. Beyond 6 h glucose levels fell during 100%, and nine participants experienced nocturnal hypoglycemia. Conversely, all participants during 80% were protected from nocturnal hypoglycemia, and remained protected for 24 h postexercise. All metabolic parameters were similar. Conclusions Reducing basal insulin dose with reduced prandial bolus insulin and LGI carbohydrate feeding provides protection from hypoglycemia during and for 24 h following evening exercise. This strategy is not associated with hyperglycemia, or adverse metabolic disturbances