Expectations of and Satisfaction with Public Services

Mok, Jue Young; James, Oliver; Ryzin, Gregg G. Van

doi:10.1017/9781316676912.017

Cited by 13 publications

(17 citation statements)

References 28 publications

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“…Our empirical findings related to expectations resonate with the expectation-disconfirmation theory (Oliver, 1980). This theory originates from consumer research, but has also been applied by public administration scholars to explain citizens' satisfaction with governmental services (Mok et al, 2017;Van Ryzin, 2004). The theory maintains that individuals' expectations of products or services affects their satisfaction with these.…”

Section: Expectations Of Supervisor Supportsupporting

confidence: 75%

Shared Perceptions of Supervisor Support: What Processes Make Supervisors and Employees See Eye to Eye?

Vries

Knies

Leisink

2020

Review of Public Personnel Administration

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This paper aims to find out what processes contribute to horizontal (between employees) and vertical (between employees and their supervisor) shared perceptions of supervisor support by public frontline supervisors. Informed by a multilevel qualitative study among supervisors and teachers in public secondary schools, we develop theoretical propositions regarding these processes. We propose that employees’ expectations based on experiences with previous supervisors can decrease horizontal shared perceptions. Subsequently, a contingent or consistent approach to supporting employees contribute to the development of horizontal and vertical shared perceptions, depending on the legitimacy attributed by employees to the reason behind this approach. Over time, supervisor support experienced by employees at meaningful work-life events contributes to the emergence of horizontal and vertical shared perceptions. This research shows that instead of merely looking for correlates of shared perceptions, scrutinizing the processes that contribute to horizontal and vertical shared perceptions increases our understanding of this complex phenomenon.

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Section: Expectations Of Supervisor Supportsupporting

confidence: 75%

Shared Perceptions of Supervisor Support: What Processes Make Supervisors and Employees See Eye to Eye?

Vries

Knies

Leisink

2020

Review of Public Personnel Administration

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“…Since negative emotions also cause cognitive misattributions regarding the source of influence (Schwarz ), it is possible that citizens develop an enduring bias against the public sector in general (e.g., Marvel ). Emotions are thus a promising yet underexplored explanation for the growing evidence on biases in performance evaluations of public services (Andersen and Hjortskov ; George et al ; Mok, James, and Van Ryzin ).…”

Section: Discussionmentioning

confidence: 99%

Emotional Responses to Bureaucratic Red Tape

Hattke

Hensel

Kalucza

2019

Public Administration Review

113

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Although red tape has a long history in public administration research, the emotional consequences of bureaucratic procedures for citizens have received little attention in the literature. Within the framework of behavioral public administration, this article investigates how varying conditions of administrative delay, administrative burden, and rule dysfunctionality in citizen-state interactions spark discrete emotional reactions. Physiological measurements of emotions (e.g., facial coding, electrodermal activity, heart rate) from 136 participants in a laboratory study show that bureaucratic red tape evokes significant negative emotional responses, especially confusion, frustration, and anger. Experimental evidence also indicates that delay is less stirring than burden, while rule functionality has little placatory effect, regardless of the favorability of outcomes. These results support the conceptualization of red tape as an affective rather than a cognitive phenomenon. They also suggest that negative emotions of citizens are linked to the modus operandi of public administrations.

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“…Institutional theories of citizen satisfaction largely view these judgments (after accounting for personal and neighborhood characteristics) as a manifestation of the actual quality and performance of government services and institutions (Charbonneau & Van Ryzin, ; Favero & Meier, ; Swindell & Kelly, ; Van Ryzin, Immerwahr, & Altmann, ). Behavioral accounts, such as the expectations–disconfirmation paradigm add individuals' expectations with a given service to the equation (James, ; Petrovsky, Mok, & Leon‐Cazares, ; Roch & Poister, ; Van Ryzin, ; for a review, see Hjortskov, ; Mok, James, & Van Ryzin, ). The basic presumption here is that people's performance evaluations minus expectations equals satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Citizen satisfaction under changing political leadership: The role of partisan motivated reasoning

Jilke

2017

Governance

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There exists a gap in our understanding of what citizen satisfaction evaluations actually represent. While recent years have witnessed a move away from performance‐based models to cognitive‐implicit models of citizen satisfaction, the inherent political nature of government, its institutions, and services has been largely ignored. Drawing on the functional responsibility chain between political principals and governmental, public‐service‐delivering institutions, we outline a theory of citizen satisfaction that accounts for the political nature of these institutions. In the context of two consecutive general elections, we find a partisan bias in citizen satisfaction with government and the legislative branch, but not for institutions that are more clearly separated from national government. These mixed findings are suggestive of a dispersion effect of the partisan bias in citizen satisfaction, namely, that citizens are less likely to use their partisan lenses in cases where the responsibility of political principals is dispersed across multiple actors.

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Expectations of and Satisfaction with Public Services

Cited by 13 publications

References 28 publications

Shared Perceptions of Supervisor Support: What Processes Make Supervisors and Employees See Eye to Eye?

Shared Perceptions of Supervisor Support: What Processes Make Supervisors and Employees See Eye to Eye?

Emotional Responses to Bureaucratic Red Tape

Citizen satisfaction under changing political leadership: The role of partisan motivated reasoning

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