Public Value Performance: What Does It Mean to Create Value in the Public Sector?

Meynhardt, Timo; Brieger, Steven A.; Strathoff, Pepe; Anderer, Stefan; Bäro, Anne; Hermann, Carolin; Kollat, Jana; Neumann, Paul; Bartholomes, Steffen; Gomez, Peter

doi:10.1007/978-3-658-16112-5_8

Cited by 25 publications

(20 citation statements)

References 20 publications

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“…To test these predictions, we adopt a three-study design and analyze three samples of entrepreneurs located in Germany and Switzerland, using data from the German Public Value Atlas 2015 and 2019 and the Swiss Public Value Atlas 2017 (Meynhardt et al 2017). Study 1 demonstrates a positive relationship between entrepreneurs' beliefs that they create social value and their job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Doing Good, Feeling Good? Entrepreneurs’ Social Value Creation Beliefs and Work-Related Well-Being

2020

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Entrepreneurs with social goals face various challenges; insights into how these entrepreneurs experience and appreciate their work remain a black box though. Drawing on identity, conservation of resources, and person–organization fit theories, this study examines how entrepreneurs’ social value creation beliefs relate to their work-related well-being (job satisfaction, work engagement, and lack of work burnout), as well as how this process might be influenced by social concerns with respect to the common good. Using data from the German Public Value Atlas 2015 and 2019 and the Swiss Public Value Atlas 2017, a three-study design analyzes three samples of entrepreneurs in Germany and Switzerland. Study 1 reveals that entrepreneurs report higher job satisfaction when they believe their organization creates social value. Study 2 indicates that these beliefs relate negatively to work burnout; entrepreneurs’ perceptions of having meaningful work mediate this relationship. Study 3 affirms and extends these results by showing that a sense of work meaningfulness mediates the relationship between social value creation beliefs and work engagement and that this mediating role is more prominent among entrepreneurs with strong social concerns. This investigation thus identifies a critical pathway—the extent to which entrepreneurs experience their work activities as important and personally meaningful—that connects social value creation beliefs with enhanced work-related well-being, as well as how this process might vary with a personal orientation that embraces the common good.

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Section: Introductionmentioning

confidence: 99%

Doing Good, Feeling Good? Entrepreneurs’ Social Value Creation Beliefs and Work-Related Well-Being

2020

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“…To test our hypotheses, we draw on data for 565 employees polled by the Public Value Atlas Switzerland during 2017 (CLVS 2017), which has been conceptualized to create transparency regarding organizational contributions to the common good as perceived by the general public (Meynhardt 2009;Meynhardt et al 2017). Our paper is structured as follows: First, we introduce an ethical analysis of CSR by debating the positive outcomes and potential risks of CSR for employees.…”

Section: Introductionmentioning

confidence: 99%

Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction

et al. 2019

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Recent research highlights the positive effects of organizational CSR engagement on employee outcomes, such as job and life satisfaction, performance, and trust. We argue that the current debate fails to recognize the potential risks associated with CSR. In this study, we focus on the risk of work addiction. We hypothesize that CSR has per se a positive effect on employees and can be classified as a resource. However, we also suggest the existence of an array of unintended negative effects of CSR. Since CSR positively influences an employee’s organizational identification, as well as his or her perception of engaging in meaningful work, which in turn motivates them to work harder while neglecting other spheres of their lives such as private relationships or health, CSR indirectly increases work addiction. Accordingly, organizational identification and work meaningfulness both act as buffering variables in the relationship, thus suppressing the negative effect of CSR on work addiction, which weakens the positive role of CSR in the workplace. Drawing on a sample of 565 Swiss employees taken from the 2017 Swiss Public Value Atlas dataset, our results provide support for our rationale. Our results also provide evidence that the positive indirect effects of organizational CSR engagement on work addiction, via organizational identification and work meaningfulness, become even stronger when employees care for the welfare of the wider public (i.e., the community, nation, or world). Implications for research and practice are discussed.

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“…In continental Europe, judging from academic production, the concept found purchase in the Netherlands, Italy and Denmark (Sami et al 2018), while limited experimentation takes place also in German-speaking countries, i.e. Germany and Switzerland (Meynhardt et al 2017), as well as Austria (Schantl 2014). Th e profi les of these countries diff er across several dimensions of administrative traditions and cultures, so it would seem that when PVM fi nds purchase, it is with diff erent motivations or due to diff erent reasons (and might also get translated or "domesticated" into national contexts differently).…”

Section: Conclusion: Public Value As a Programme Of Administrative Anmentioning

confidence: 99%

The Five Tasks of Public Value Management: Public Value as a Programme of Administrative and Societal Democratisation

Sedlačko

2020

NISPAcee Journal of Public Administration and Policy

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The aim of this essay is threefold: (1) to identify the tasks of public managers in public value management (PVM), (2) to start a debate on the relationships between autonomy, entrepreneurship and PVM from the perspective of institutional roles and management levels, and (3) to initiate a discussion about the transferability of PVM to diverse administrative systems and cultures. The public value discourse emerged in the 1990s, justifying the need for the concept through a deficit in democratic legitimacy, the delivery paradox, as well as market failure and the critique of New Public Management. Public value focuses on the ultimate purpose of the use of public resources and can thus serve to strengthen outcome legitimacy and downward accountability. Arguably, the most productive interpretation of the public value concept rests along the lines of a normative, conceptual orientation for managerial action, accompanied by a (so far somewhat sparse) set of practical tools and reasoning for public managers. Five tasks of PVM were identified: (1) conducting political management to secure legitimacy for particular value propositions; (2) leveraging public value opportunities through networks and a range of delivery mechanisms; (3) ensuring continuing democratisation through helping the realisation of politically empowered citizenship; (4) ensuring learning across multiple levels and audiences; and (5) cultivating a wider view of sustainable wellbeing for all. Regarding the applicability of PVM across various dimensions of administrative traditions and cultures, it would seem that the tasks are more compatible with some cultures and traditions than others. For instance, these roles seem more compatible with non-politicised public administrations that grant high societal status and discretion to civil servants, and provide them with generalist training and career options. One of the key open questions is under what conditions can a public value approach contribute to changes in the given public administration culture, in particular towards the development of downward accountability mechanisms in the context of democratic backsliding and constraints to bureaucratic autonomy.

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Public Value Performance: What Does It Mean to Create Value in the Public Sector?

Cited by 25 publications

References 20 publications

Doing Good, Feeling Good? Entrepreneurs’ Social Value Creation Beliefs and Work-Related Well-Being

Doing Good, Feeling Good? Entrepreneurs’ Social Value Creation Beliefs and Work-Related Well-Being

Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction

The Five Tasks of Public Value Management: Public Value as a Programme of Administrative and Societal Democratisation

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