Funding, Management, and Individual-Level Factors: What Factors Matter in Predicting Perceived Organizational Effectiveness?

Caillier, James Gerard

doi:10.1080/01900692.2011.569918

Cited by 12 publications

(7 citation statements)

References 50 publications

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“…The survey also included a number of control variables. Role clarity might enhance ER by encouraging focus and so allowing increased use of workplace resources such as networks (e.g., Caillier 2011; Chen et al, 2015). It was measured with three items from Rizzo et al (1970) with sample item being: “I know exactly what is expected of me.” The concept of resource constraints was included as they can reduce opportunity to build up ER capabilities.…”

Section: Methodsmentioning

confidence: 99%

Resilience in Public Sector Managers

Plimmer

Berman

Malinen

et al. 2021

Review of Public Personnel Administration

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This study discusses the concept of employee resilience (ER), defined as the capability to use resources to continually adapt and flourish at work, even when faced with challenging circumstances. The concept is grounded in positive psychology and conservation of resources (COR) theory and complements other concepts such as coping which describe employees and managers adapting to challenge and change. This study validates a scale of ER and examines attributes and job factors associated with heightened ER in public sector line managers. Study results show that heightened ER is associated with public service motivation (PSM), employees’ pro-social skills and constructive leadership by supervisors. ER is also associated with a climate for innovation. Theoretical and practical implications for strengthening employees’ resilience in public organizations are discussed.

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Section: Methodsmentioning

confidence: 99%

Resilience in Public Sector Managers

Plimmer

Berman

Malinen

et al. 2021

Review of Public Personnel Administration

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show abstract

“…Therefore, this juxtaposition indicates that females and minorities were underrepresented in the sample. Regarding the level of educated respondents, it is not uncommon for government agencies to have a highly educated workforce (e.g., Caillier, 2011). That means the findings should be viewed as preliminary and not as established.…”

Section: Methodsmentioning

confidence: 99%

Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance

Caillier

2014

Public Personnel Management

Self Cite

120

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The direct and indirect impact of transformational leadership on individual performance has often been studied. Yet scholars have failed to fully explore the degree to which two motivators (i.e., public service motivation [PSM] and mission valence) interact with this leadership practice to influence employee performance. To close this lacuna in the literature, a nationwide survey was administered to federal, state, and local government employees in the United States. The findings revealed that transformational leadership and PSM had a direct, positive effect on employee evaluations. They also revealed that mission valence strengthened the positive relationship between transformational leadership and performance. However, PSM did not have the same influence on the association between transformational leadership and performance. The implications these findings have for theory and practice are discussed in the article.

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“…These questions are about the identity of the unit whose achievements we analyze. Who performs: individuals (Andersen, Heinesen, and Pedersen ), groups (Van Ryzin ), organizations (Angle and Perry ; Caillier ; Kim , 245), or programs (Collins and Gerber ; Jung )? Even when we analyze individuals, it might be relevant to consider performance at a higher level because the extra‐role performance of individuals captures their contribution to broader organizational goals, whereas in‐role performance is narrowly related to the individual's own work (Van Loon, Vandenabeele, and Leisink ; Williams and Anderson ).…”

Section: The Distinctionsmentioning

confidence: 99%

Performance in Public Organizations: Clarifying the Conceptual Space

Andersen

Boesen

Pedersen

2016

Public Administration Review

146

141

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Performance in public organizations is a key concept that requires clarification. Based on a conceptual review of research published in 10 public administration journals, this article proposes six distinctions to describe the systematic differences in performance criteria: From which stakeholder's perspective is performance being assessed? Are the criteria formal or informal? Are the criteria subjective? Which process focus and product focus do they have, if any? What is the unit of analysis? Based on these distinctions, the performance criteria of existing studies used in an empirical review of management and performance are classified. The results illustrate how a systematization of the conceptual space of performance in public organizations can help researchers select what to study and what to leave out with greater accuracy while also bringing greater clarity to public debates about performance.

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Funding, Management, and Individual-Level Factors: What Factors Matter in Predicting Perceived Organizational Effectiveness?

Cited by 12 publications

References 50 publications

Resilience in Public Sector Managers

Resilience in Public Sector Managers

Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance

Performance in Public Organizations: Clarifying the Conceptual Space

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