Organizational Correlates of Public Service Motivation: A Meta-analysis of Two Decades of Empirical Research

Harari, Michael B.; Herst, David; Parola, Heather R.; Carmona, Bruce P.

doi:10.1093/jopart/muw056

Cited by 85 publications

(51 citation statements)

References 63 publications

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“…Our meta‐analysis synthesized the findings of 31 empirical articles, commensurate with other meta‐analyses in our field (e.g., Gerrish 2015; Harari et al ; Walker ). These articles included 87 correlations between SP and OP.…”

Section: Methodsmentioning

confidence: 83%

Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis

George

Walker

Monster

2019

Public Administration Review

286

163

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Strategic planning is a widely adopted management approach in contemporary organizations. Underlying its popularity is the assumption that it is a successful practice in public and private organizations that has positive consequences for organizational performance. Nonetheless, strategic planning has been criticized for being overly rational and for inhibiting strategic thinking. This article undertakes a meta-analysis of 87 correlations from 31 empirical studies and asks, Does strategic planning improve organizational performance? A random-effects meta-analysis reveals that strategic planning has a positive, moderate, and significant impact on organizational performance. Meta-regression analysis suggests that the positive impact of strategic planning on organizational performance is strongest when performance is measured as effectiveness and when strategic planning is measured as formal strategic planning. This impact holds across sectors (private and public) and countries (U.S. and non-U.S. contexts). Implications for public administration theory, research, and practice are discussed in the conclusion. Evidence for Practice• Strategic planning has a positive, moderate, and significant impact on organizational performance in the private and public sectors, across international settings. • The findings suggest that strategic planning should be part of the standard managerial approaches in contemporary organizations and contradict many of the critiques of strategic planning. • The formality of the strategic planning processes (i.e., the extent to which strategic planning includes internal and external analyses and the formulation of goals, strategies, and plans) is important to enhancing organizational performance. • Strategic planning is particularly potent in enhancing organizational effectiveness (i.e., whether organizations successfully achieve their goals), but it should not necessarily be undertaken in the hope of achieving efficiency gains.

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Section: Methodsmentioning

confidence: 83%

Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis

George

Walker

Monster

2019

Public Administration Review

286

163

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“…We especially recommend future researchers to, first, further investigate the (relative) explanatory power of the two measures: do original and short measures produce the same or similar results, and how is this dependent on the type of relationships investigated, contextual variables, and methodological choices (e.g. Harari et al )? And, second, further validate the short measure by thoroughly investigating the overlap of the short and the long forms, ideally using independent administrations (Smith et al , p. 105).…”

Section: Discussionmentioning

confidence: 99%

A short measure of general policy alienation: Scale development using a 10‐step procedure

Engen

2017

Public Administration

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Public administration research is becoming increasingly quantitative. As seen in psychological and managerial research, the result is a growing demand for valid and reliable measures. Given the tradition of contextually embedded research in public administrationwhere research should cover multiple factors to find useful answers to real-life problemssurvey research should ideally incorporate many measures. This is driving a need for short measures that do not compromise on validity and reliability. In this study, a short measure of general policy alienation is developed and tested, observing stringent criteria. The analyses on three independent datasets (N = 1,183, N = 354, and N = 933) show that the original multidimensional 26-item measure can be abbreviated to a short five-item measure with limited compromises on validity and reliability. Practical applications and methodological implications regarding both the developed measure and the 10-step procedure used are discussed.

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“…With our study's approach, we take up the call by Perry (2012) for more metaanalyses in public administration and we engage with recently published meta-analyses in a public sector context (Cantarelli et al, 2015;Gerrish, 2016;Harari et al, 2017;Homberg et al, 2015). The remainder of the article starts with a discussion of the definitions and operationalizations of red tape and with an overview of the theoretical arguments about the impact of red tape.…”

Section: Introductionmentioning

confidence: 99%

Pathology or Inconvenience? A Meta-Analysis of the Impact of Red Tape on People and Organizations

Blom

Borst

Voorn

2020

Review of Public Personnel Administration

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Red tape has been viewed as a key concept in public administration for decades and one that can significantly impact the human resource management (HRM) process. Theoretically, red tape is argued to (a) constrain organizational practices, (b) alienate employees from their organization and, ultimately, (c) lower performance. However, there is some debate about how detrimental red tape is, and empirical evidence is mixed. Using a meta-analytic approach, we aggregated findings from previous studies to test the impact of red tape and to assess sources of heterogeneity across studies. The results provide support for the constraining and alienating effects of red tape, although red tape’s impact on performance seems negligible. Furthermore, operationalizations of red tape and study context moderate some meta-analytic correlations. The lack of longitudinal and intervention studies and the use of single respondents remain the key limitations of current research, and therefore, future research is still needed.

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Organizational Correlates of Public Service Motivation: A Meta-analysis of Two Decades of Empirical Research

Cited by 85 publications

References 63 publications

Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis

Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis

A short measure of general policy alienation: Scale development using a 10‐step procedure

Pathology or Inconvenience? A Meta-Analysis of the Impact of Red Tape on People and Organizations

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