Public Personnel Management

Administrators have made decisions in seeking to cope with the AIDS epidemic in the United States. Subordinates have challenged many of these decisions on the basis that their constitutional rights have been compromised. Case law has shown that when risk of AIDS transmission is high, or where there is a danger to an AIDS victim, the courts will support the administrator's decisions. Conversely, when there is a very low risk of AIDS transmission or personal injury, such decisions (e.g., mandatory blood testing) will be struck down.

Examined the effect on absenteeism in the public sector of 2 forms of flexible work scheduling, a "true flextime" schedule in which workers could vary their hours on a daily basis, and "staggered fixed time" under which individual workers could vary their schedule on a quarterly basis. With the effect of demographic variables controlled, no reduction in absenteeism was found among the true flextime group. Rather, groups working under staggered fixed time showed lower rates of absenteeism. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Of several critical social issues that have been identified in the home and workplace, concern about substance abuse (SAB) and identification of abusers is often dominant. The term SAB describes the use of illegal drugs (e.g., cocaine, phencyclidine, marihuana) and the improper and illegal use of prescription and over-the-counter medications, alcohol, and other chemical compounds. The primary methodology presently used for detection of SAB in the workplace, urinalysis, is discussed. Issues are raised concerning whether the decision to use urinalysis adequately confronts the inherent difficulties in accuracy, cost, and moral, legal, and ethical considerations. Alternatives for detection of SAB in the workplace are presented (e.g., use of an employee assistance program). (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Reviews the obstacles to accurate performance appraisal that stem from both ability and motivational perspectives. Research on the role of human information processing has shown that human processing capabilities are limited and that perception and recall frequently do not match reality. Cognitive representations called schemata, which direct much processing capability and recall of information, may generate systematic inaccuracies and biased, stereotyped ratings. A new approach—frame-of-reference training—has been developed to overcome this problem. Trust in the appraisal process should be one of the 1st parameters to be assessed in such an evaluation. Low trust might be counteracted with rater training, rater monitoring, or forced-choice instrumentation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

In 1983 the Supreme Court of Montana, in Vivian Crabtree v. Montana State Library, decided that veterans were entitled to absolute preference in public service based on a 1921 statute as amended in 1927, thus ending preference as a tie-breaker in employment. The present study examined whether veterans' preference, as such, contributed to either equal employment or affirmative action in Montana. Using 1980 baseline statistics, Montana's population was compared with its proportion in the labor force, labor participation rate, and unemployment figures. Data show that preference as a tie-breaker, let alone absolute preference, led to over-representation of veterans, with lesser representation of females, the disabled, and minorities, particularly Native Americans. The need to reconsider veterans' preferences is discussed. (0 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Examined attitudes toward affirmative action and the employment of women in the public sector, as reflected by 50 midlevel managers interviewed in 1973 and 25 midlevel managers interviewed in 1983. It is concluded that the impact of affirmative action on attitudes of midlevel managers is that equal opportunity goals are being internalized but that a residue of traditional sex-role expectations is retained by both managers and workers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Examines employees' perceptions of organizational politics in the public sector and suggests that it mediates the relationship between job congruence (e.g., person–organization fit and level of met-expectations) and employee performance (e.g., organizational citizenship behavior [OCB] and in-role performance). A survey was conducted among 303 individuals (mean age 45 yrs) in public personnel from 2 local municipalities in the north of Israel (1st survey). Supervisors completed an assessment of employees' OCB and in-role performance 6 mo later (2nd survey). Path analysis was implemented to evaluate 2 alternative models, direct and indirect. Findings of the study show that the indirect model fits the data better than the direct model, and therefore supports a mediating effect of perceptions of organizational politics scale (POPS) on the relationship between job congruence and employee performance. Structural coefficients among the research variables promote the theory on the effect of job congruence and POPS on OCB and in-role behavior. The findings contribute both to the understanding of antecedents of POPS as well as to the exploration of some of its consequences. The paper concludes with several implications and suggestions for further inquiry into politics in public administration systems. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

The purpose of this paper is to discuss background checks and to describe local government agencies' use of criminal background checks. Although interest in protecting one's organization or public agency from negligent hiring lawsuits is growing, little is known about what government agencies are doing related to criminal background checks on new hires and current employees. We provide data indicating that conducting background checks is relatively commonplace among municipalities, depending on the type of job involved. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Describes an innovative management development approach used by a government agency to assist in dealing with a federally mandated reduction-in-force. A description of the background leading to the developmental intervention, the intervention design itself, and subsequent lessons learned are detailed. The assessment center program focused on reducing the impact of the layoff on those employees left behind, addressing the potential demoralization resulting from a severe workforce reduction, loss of friends, and the threat of more cuts to come. It informed employees of advancement opportunities within the organization and aided employees in self-assessment and developmental planning. Dimensions identified in this planning included abilities related to motivating others, decision making, organization, and communication. (0 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Discusses (a) the historic and legal roots of the controversial requirement that the employees of a public agency financially support a union as a condition of keeping their jobs and (b) its practical consequences for public management. The California experience, where agency shop legislation has been in effect for several years, is reviewed, and relevant decisions of courts and boards are examined. The relationship between agency shop and a union's legal obligation to represent both union members and nonmembers is explored as the legal and ethical basis for agency shop legislation. General exceptions to the payment of agency shop fees, including the often misunderstood religious exemption, are reviewed, as are the uses to which a union may put any such money collected. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Strength and agility tests for some occupational classes appear to be more job related and easily defended than traditional selection techniques. A study of such tests was made, in the following stages: (a) task identification, (b) rating tasks for strength and agility factors, (c) review of possible tests to be recommended, (d) preliminary try-out and choice of the battery of tests, and (e) preparation of a job-relatedness analysis of the recommended tests. Results established these tests for selection of firefighters and police officers, but the details of their application to present selection problems must be specified by further research. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Investigated whether the implementation of alternate work schedules (AWS—flex time) in a federal agency would affect individual productivity, sick leave and/or leave usage, and employee satisfaction. One month prior to the implementation of AWS, a satisfaction questionnaire was administered to 485 employees. The same instrument with 14 satisfaction questions added was administered to 515 employees 12 mo after the AWS program was implemented. In addition to the analysis of employee satisfaction, differences in productivity between these 2 periods were analyzed for 6 tasks, and use of sick and annual leave was compared between the 2 test periods. Results indicate that the alteration of workweek schedules did not enhance or detract from an individual's ability to process units. Both sick and annual leave usage rates declined significantly under AWS. Satisfaction with work schedule was significantly altered in a positive manner. (13 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Examines common alternatives to written ability tests and evaluates their typical effectiveness using 4 major criteria: validity, fairness, administrative feasibility, and candidate acceptance. Alternatives to written tests include personality and interest inventories, interview and oral examinations, unassembled (experience/training) examinations, biodata blanks, assessment centers, and work samples. Alternative uses of written tests include pass–fail scoring, separate lists, and alternative approaches to test design. This evaluation suggests that there is usually a trade-off when written tests are replaced with other selection devices and that the trade-off usually involves sacrificing validity for 1 of the 3 elements. The author suggests that considering alternative approaches to using written test results may often be more fruitful than abandoning them in favor of nontesting alternatives. (21 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Most of the commonly noted problems of management by objectives (MBO) in the literature were not perceived as problems by 31 surveyed cities. The cities did note that employees resisted quantitative evaluation of their performance, thus explaining why most failed to integrate their reward and MBO systems. Respondents believed that (1) MBO was useful for increasing goal clarity and employee certainty about the nature of their job, (2) these benefits enhanced achievement motivation, and (3) the MBO process facilitated organization communication. 70% thought that MBO had increased productivity in their cities. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Discusses a few of the factors that employers should consider when they are dealing with Asian and Pacific Americans. Many (though not all) such individuals, suffer from speech anxiety that seems to arise not from linguistic difficulties but from shyness and conformity to authority figures. They also use different modes of nonverbal communication, which may be seriously misinterpreted by White Americans. Cultural stereotypes are likely to influence American interactions with Asian/Pacific Americans. Taking tests for employment may be rendered difficult for members of this group by differences in colloquial expressions in their native language and in English. (17 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Examined the trade-offs facing the potential whistle-blower who decides to remain unidentified, using survey data from 8,587 federal employees. Propositions derived from a model of bystander intervention (B. Latané and J. Darley, 1970) were investigated, with consideration of 3 decision points: whether the observer of organizational wrongdoing should blow the whistle, whether the whistle-blower should act anonymously, and whether the whistle-blower should report the wrong-doing through internal channels or to someone outside the organization. Results suggest a compounding of the last 2 decisions; that the choice of channels represents 1 of 4 distinct strategies. Whistle-blowers may be anonymous or identified with either external or internal channels, but the conditions under which they do so vary. The whistle-blower who chooses to use an anonymous external channel faces a series of interrelated and complex decisions. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

In this study the author examines the effects of procedural and distributive justice, job satisfaction, and organizational commitment upon Organizational Citizenship Behavior (OCS) with samples drawn from six government organizations in Kuwait. Hierarchical regression analysis reveals that only procedural and distributive justice account for unique variances in Kuwaiti workers'(aged 18–41+ yrs) OCS. Hence, previous assumptions regarding the influences upon OCS may be incorrect. The implications of these results upon organization behavior and actual management practices are also discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Contends that performance appraisal systems do not and cannot possibly work and that the defects of such systems in general and the emerging problems of US Civil Service reform in particular are not traceable to supervisory carelessness or to the inevitable shakedown period that follows any major change. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Employee acceptance, positive valuations by supervisory personnel on the effort required to operate the system, and personnelists' commitment to train for proper use of the system were studied after the implementation of a performance-appraisal system for employees of Washington State. 867–974 employees, 366–450 supervisors, and 41 personnelists were surveyed. Results show that all 3 groups found the participatory appraisal system to be more effective and fair than systems used before and also found the new procedures satisfactory in their last performance evaluation. Personnel specialists and supervisors were more supportive of the new system, while employees expressed reservations about the self-evaluation portion of the process. Differing agency types and personal characteristics were also examined to assess their impact on employee opinion. Employees from street-level organizations, social service agencies, and natural resource agencies were positive about the new system. Females, persons with higher educational levels (college and above), and the 26–45 yr olds were positive about the new system. Other groups were not as positive but were not negative. (43 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Develops 2 themes that are critical for workable, effective performance appraisal systems: scientific and legal imperatives, and operation imperatives. These imperatives dictate that performance appraisal systems be relevant, sensitive, reliable, acceptable, and practical. Reliability refers to consistency of judgment by supervisors, peers, subordinates, and self. Citing a number of examples, the need for administrative convenience is contrasted with the necessity of motivating and involving raters in a developmental process designed to produce more careful and accurate ratings. Performance appraisal systems should be viewed in a wider context and as a developing decision system. As such, relevance, sensitivity, and reliability should be evaluated with as much care as the technical components of any system designed to make decisions about individuals. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Reviews literature regarding the social differentiation of performance appraisers, a trait that may impede their objective and accurate evaluation of subordinates. It is concluded that performance appraisal systems based on the trait approach are unreliable. However, if this approach is used, the appraisers should be tested in advance for their social differentiation ability and those found to be low differentiators should not be asked to rate. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Research treating public and private organizations with respect to performance appraisal interviews (PAIs) generally has followed 2 approaches: identification, isolation, measurement, and statistical analysis of the PAI or, for the manager actually charged with the interview itself, little more than general exhortatory lists of maxims. The present authors examine factors that have increased the use and significance of PAIs in the public management process. Four general conditions or goals managers should be aware of to realize a successful PAI are examined. Six structured, learnable communication skills are proposed to help managers become more effective in the actual delivery of the PAI: basic attending skills, feedback, paraphrasing, reflection of feeling, open and closed questions, and focusing. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Argues that performance appraisal as a method of studying what an employee has accomplished in the past is expensive, has limited value, and may even be dysfunctional for improving future performance. Performance targeting (PT), which embraces a strategic perspective and an orientation toward the future, is suggested as a replacement for performance appraisal. PT shifts the focus from documenting and evaluating an employee's work to assessing the partnership between a subordinate and a supervisor. PT replaces the management-by-objectives passive contract, to which employees are held accountable, with a functional relationship between supervisors and subordinates. This relationship requires an ongoing effort by the partners to accommodate and complement each other to attain organizational goals. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Training programs for performance evaluators and evaluatees have generally used a model that incorporates 4 phases: orientation to the new system, analysis of evaluation methods and errors, opportunity to practice performance appraisal, and evaluation of training results. Although training may have an impact on reducing subjective errors in evaluation, the impact on other systemic problems will be minimal. Specifically, well-constructed training programs will find it difficult to change problems involving conflicting objectives, varying rates of motivation, time delays, and organizational system incongruencies. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

This study examines the relationship between employee perceptions of performance appraisal and both employee burnout and experienced job satisfaction in a county government. More specifically, the authors examine whether the following aspects of performance appraisal are related to burnout and job satisfaction: instrument validity, distributive justice, and procedural justice. The results indicate a modest relationship between these 3 independent variables and job satisfaction, as well as a modest relationship between procedural and distributive justice and job burnout for a sample ( N = 134) of professional county employees. The implications of these findings for managers are also explored. (PsycINFO Database Record (c) 2012 APA, all rights reserved)