Employee engagement among public employees: examining the role of organizational images

Hameduddin, Taha; Lee, Shinwoo

doi:10.1080/14719037.2019.1695879

Cited by 37 publications

(37 citation statements)

References 76 publications

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“…The study of public employees and their behavior draws from a variety of rich research streams. Some of these include the study of bureaucratic behavior, political control, and decision-making, derived from the field of political science (Waterman et al, 1998;Weingast & Moran, 1983), while another concerns the motivations and psychological attitudes of public employees, derived from the study of employees in the workplace (Demircioglu & Berman, 2019;Fernandez & Moldogaziev, 2013;Hameduddin & Lee, 2021). The latter has borrowed heavily from the study of business management, applied psychology, and human resource management (Boselie et al, 2019), although more recently, scholars have developed models uniquely grounded in the context of public organizations (Perry, 2000;Vigoda-Gadot et al, 2013).…”

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confidence: 99%

Employee Engagement Among Public Employees: Exploring the Role of the (Perceived) External Environment

Hameduddin

2021

The American Review of Public Administration

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While previous public management research has focused on how leadership, managerial behavior, job characteristics, and human resource management policies influence employee attitudes and behavior, we know little about the role of the external environment (both perceived and actual). By comparison, research on the external environment of public organizations has mostly focused on performance, organizational structure, and goal ambiguity. This article connects these two streams of research, develops a theoretical model to examine whether perceived environmental support (PES) influences employee engagement and considers the moderating roles of public opinion, media, and political salience. The findings suggest that PES does matter for the level of employee engagement and that this influence is moderated by political salience. This in turn has implications for how public organizations motivate their employees, manage their external reputations, and navigate their external environments. The paper ends with a discussion of the theoretical and practical implications of the findings and limitations of the study.

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Employee Engagement Among Public Employees: Exploring the Role of the (Perceived) External Environment

Hameduddin

2021

The American Review of Public Administration

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“…Although research on organizational satisfaction is extensive among multiple disciplines, to the author's knowledge, this study is the first to examine such relationships. Second, reputation scholarship in public administration and political science has only recently began to examine reputation as perceived by members of the organization (Hameduddin & Lee, 2021;Rho et al, 2015). The dominant approach to studying bureaucratic reputation is based on Carpenter's (2002) central tenet that agencies build a reputation from external audiences to gain autonomy.…”

Section: Discussionmentioning

confidence: 99%

“…Third, the latent variable perceived organizational reputation was measured using two items that asked respondents to indicate their level of satisfaction with (a) public support for your organization's mission and work and (b) public perception of your organization's performance. Previous research on perceived organizational reputation (or construed external image) used these items to measure the perception of support from external stakeholders (e.g., Hameduddin & Lee, 2021). The correlation matrix of the items used to construct latent variables is reported in Table 2.…”

Section: Methodsmentioning

confidence: 99%

“…While most research on bureaucratic reputation focused on the institutional level (Busuioc & Lodge, 2016; Carpenter, 2001, 2002, 2010; D. P. Carpenter et al, 2012; Krause & Corder, 2007; Krause & Douglas, 2005; Moffitt, 2010; Salomonsen et al, 2021; Wæraas & Byrkjeflot, 2012), scholars have only recently begun to examine reputation judgments at the individual level including public employees’ perceived reputation (Gilad & Alon-Barkat, 2018; Gilad et al, 2018; Hameduddin & Lee, 2021; Kolltveit et al, 2019) and citizens’ views of agency reputation (Lee & Van Ryzin, 2020). Notably, a couple of critiques of Daniel Carpenter’s seminal work on bureaucratic reputation are that it puts too much emphasis on an agency’s exogenous threats while placing less emphasis on its endogenous processes and overly focuses on legislative and presidential decisions, that is, institutional persistence (Maor, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Mission Match and Organizational Satisfaction: Testing the Mediating Role of Perceived Reputation

Ahn

2022

Public Personnel Management

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Motivational research has become one of the major topics in public administration. However, public administration researchers have focused disproportionately on public service motivation in accounting for behaviors/attitudes in the public sphere. Somewhat neglected are the different, but no less important, motivations that impact the everyday operations of government employees. To narrow the gap, this study examines the effect of motivations based on organizational mission (mission match) and perceived organizational reputation. Using a large- N sample of U.S. federal employees, results show that mission-matched employees are more likely to be satisfied with their organization. This relationship is mediated through perceived organizational reputation. This study discuss the contributions of introducing organizational reputation as a contextual factor that intervenes in bureaucratic motivation and raise questions for further inquiry.

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“…However, despite the importance of the viewpoints that public employees hold about citizen views of their agencies, there is not much research that has focused on exploring its effects on work outcomes in the public administration literature. Thus far, the published research that has been conducted on this topic has found that prestige perceptions do have important consequences on absenteeism and extra-role behavior (Rho, Yun, & Lee, 2015), and employee engagement (Hameduddin & Lee, 2019). However, the field has not yet published research that has investigated the influence that prestige perceptions have on a range of other important work outcomes, such as job and organizational satisfaction, commitment, self-reported performance, and turnover intentions among public employees, just to name a few.…”

Section: Introductionmentioning

confidence: 99%

An Exploratory Study of the Consequences of Perceived Organizational Prestige on a Range of Work Attitudes and Behaviors among Public Employees: A Call to Future Research

Bright¹

2021

PAR

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Government organizations in the United States routinely face harmful scrutiny from the mainstream media, politicians, and citizens. The messages from these sources communicate that many Americans are not happy with their government nor its public agencies. These sentiments are likely to lower the prestige of public organizations in the eyes of current employees and hamper retention efforts. However, there is a limited amount of empirical research that has explored the consequences of employees’ perceived organizational prestige (POP) perceptions in public organizations. This study seeks to fill this gap by exploring the direct association that POP perceptions have on a range of work outcomes for the purpose of stimulating future research on the topic. Based on a sample of federal employees working for the Department of Homeland Security in the United States, this study found that POP was significantly related to job and organizational satisfaction, commitment, self-reported performance, work related stress, and turnover intentions. The implications of findings for future research are discussed.

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Employee engagement among public employees: examining the role of organizational images

Cited by 37 publications

References 76 publications

Employee Engagement Among Public Employees: Exploring the Role of the (Perceived) External Environment

Employee Engagement Among Public Employees: Exploring the Role of the (Perceived) External Environment

Mission Match and Organizational Satisfaction: Testing the Mediating Role of Perceived Reputation

An Exploratory Study of the Consequences of Perceived Organizational Prestige on a Range of Work Attitudes and Behaviors among Public Employees: A Call to Future Research

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