The Cutback Issue: Administrators' Perceptions, Citizen Attitudes, and Administrative Behavior

Abstract

Retrenchment decisions emphasize the effect of administrative structure and behavior on the in dividual, the work group, and the achievement of public organization goals. Utilizing data from a case study of Stamford, Connecticut, the findings in this article suggest that cutback manage ment heightens conflict in a pluralistic environment. A case is made for the crucial role of central staff in maintaining employee motivation and in reducing individual insecurity. Relative centralization of the existing structure is a key element of the capacity to respond successfully to cutback re quirements. A generally pessimistic picture emerges from the realization that most municipal govern ments are fragmented and highly political. The lack of capacity to plan strategically, an attribute of decentralized governments, defines the potential inability of an organization to confront signifi cant cutback issues.

Employee job satisfaction and organizational performance: The role of conflict management

“…That conflict occurs in a variety of settings is reflected in the wide range of uses and applications of the concept in research from various academic disciplines, including management, communications, sociology, organizational behavior, philosophy, biological sciences, psychology, and political science (De Dreu & Gelfand, 2008;Rahim, 2011). Within public administration, conflictrelated studies focus on such issues as objective responsibilities (Cooper, 2006), work-family balance (Facer & Wadsworth, 2008), interpretations of law, policy, and goals (Brown, 1999;Peffer, 2009), professional roles (Liou, 1994;Vinzant, 1998), political ideologies and preferences (Daniel, 2001;Lewis, Shannon, & Ferree, 1983), ethnic and racial identities (Alexander, 1997;Esman, 1991), cultural and value-based norms (Schachter, 1993), public policy preferences, conflicts of interest (Emanuel, 1999), and methods of conflict resolution (Mareschal, 1998;Nabatchi & Bingham, 2010).…”

Fridays Are Furlough Days

“…Cameron (1994) surveyed senior managers in downsized companies and found that 74% of respondents observed a reduction of morale, trust and productivity. Noticeably, they suffered depression, decreased self-esteem, insecurity, conflict, bitterness, loss of trust, less respect for management, guilt, and a decline in morale (Feldheim, 2007;Kennedy, 2005;Lewis, Shannon, & Feree, 1983;Tselikis, 2001). Noticeably, they suffered depression, decreased self-esteem, insecurity, conflict, bitterness, loss of trust, less respect for management, guilt, and a decline in morale (Feldheim, 2007;Kennedy, 2005;Lewis, Shannon, & Feree, 1983;Tselikis, 2001).…”

“…Similarly, the Merit Systems Protection Board (1981) found that 100% of the employees in the organization were impacted negatively. Noticeably, they suffered depression, decreased self-esteem, insecurity, conflict, bitterness, loss of trust, less respect for management, guilt, and a decline in morale (Feldheim, 2007; Kennedy, 2005; Lewis, Shannon, & Feree, 1983; Tselikis, 2001).…”

“…Emotional effects on employees are generally viewed as significant negative variables in relation to performance and productivity (Jacobs, 2009; Lewis et al, 1983). More filing of grievances takes place (Chadwick, Hunter, & Stephen, 2004).…”