Changing the Narrative

D’Agostino, Maria J

doi:10.1177/0095399716641986

Cited by 19 publications

(3 citation statements)

References 42 publications

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“…Pandemic-level workplace crises can illustrate how resilience-enhancing programs can support individual workers’ positive adaptation (Fikretoglu & McCreary, 2012) while avoiding negative consequences, such as high turnover. As this article is exploratory in nature, future studies should investigate the different characteristics of workplace disruption, its consequences, and effective management responses, and track the its differing impacts on male and female workers, as the contribution of women in public administration is of growing academic interest (D’Agostino, 2017; Viswanath & Mullins, 2020). Meanwhile, despite our contribution, there are limitations in our methodology that future research may address.…”

Section: Discussionmentioning

confidence: 99%

Workplace Disruption in the Public Sector and HRM Practices to Enhance Employee Resilience

Kim

Cho

Yang

2022

Review of Public Personnel Administration

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This article aims to analyze workplace dynamics in the public sector under highly disruptive environments. Survey data collected from 1,430 public employees in South Korea reveal that workload and work intensity have increased 13% to 15% on average compared to pre-pandemic conditions. Yet this impact on working conditions seems to be unevenly distributed across the public sector; the proportion of pandemic-affected workforce in each public organization ranged from 10% to 80%. More than 70% reported flexible work arrangements in place to alleviate the disruption, though less than 20% enjoyed access to occupational health and safety consultation to handle this change. We found that baby boomer men, who have the fewest family responsibilities, are most satisfied with flexible work arrangements, while millennial women, with the most domestic commitments, are least satisfied, leaving ample room for improvement. Results of a randomized survey experiment showed that resilience-enhancing Human Resource Management (HRM) practices such as special leave assistance programs influenced civil servants’ perceptions of workload and work intensity. Higher levels of satisfaction with resilience-enhancing HRM were found to be associated with lower levels of turnover intention, though this relationship was weaker among employees whose work became too intense or heavy (“numbing effect”) under the pandemic.

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Section: Discussionmentioning

confidence: 99%

Workplace Disruption in the Public Sector and HRM Practices to Enhance Employee Resilience

Kim

Cho

Yang

2022

Review of Public Personnel Administration

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“…Many in the Western arena do have policies in action to increase female opportunities in public administration fields, whereas other regions do not. Regardless of how a country genderizes it government, any time these efforts lead to more women involved in the governance of the citizens, it rounds out the potential for a country to view women as partners and to have more equal partnerships within its policies and laws (D'Agostino 2016).…”

Section: Discussionmentioning

confidence: 99%

Public Administration and Gender Issues

Boswell¹

2016

Global Encyclopedia of Public Administration, Public Policy, and Governance

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“…Since World War II, the United States has witnessed the Civil Rights movement, the feminist movement, and the LGBTQIA+ movement. Each challenged existing power structures and discriminatory systems through collective action in their demands for equal rights and inclusive practices in organizations and society (Blessett, 2018; D’Agostino, 2016; Gaynor & Lopez-Littleton, 2022). Historically, EOs have been used to address discrimination associated with race/ethnicity, sex, sexual orientation, gender identity, age, disability, pregnancy, religion, immigrant status, veteran status, etc.…”

Section: Overview Of Eosmentioning

confidence: 99%

Executive Orders: Mandating Inclusion in the Federal Workplace: Insights from Federal Executive Departments’ Strategic Plans

Sweeting

2023

Public Personnel Management

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Inclusion remains a very real and legitimate concern in contemporary workplaces. This research examines how executive orders from the Obama, Trump, and Biden administrations influenced Biden era Federal Executive Departments’ strategic plans. This study analyzed the interpretation and understanding of departments’ prioritization and articulation of inclusion across seven core functional areas: (a) leadership; (b) policies, practices, and procedures; (c) human resource management; (d) culture, climate, and norms; (e) emotion, engagement, and perceptions; (f) training and professional development; and (g) accountability and sustainability. The findings reveal that inclusion cannot be mandated or rubberstamped. Inclusion is a subjective endeavor that can result in multiple realities as different employees can experience/observe the same event differently, sometimes infinitely so. The seven core functional areas offer a pathway to embedding inclusive practices and initiatives in the workplace. They create a common approach the federal government can undertake, prioritizing broader knowledge and fundamental awareness of the intertwined nature of experiences, perceptions, emotions, and reasons to foster a sense of belonging.

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Changing the Narrative

Cited by 19 publications

References 42 publications

Workplace Disruption in the Public Sector and HRM Practices to Enhance Employee Resilience

Workplace Disruption in the Public Sector and HRM Practices to Enhance Employee Resilience

Public Administration and Gender Issues

Executive Orders: Mandating Inclusion in the Federal Workplace: Insights from Federal Executive Departments’ Strategic Plans

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