What Ethical Conduct Expectations Do Legislators Have for the Career Bureaucracy?

Goss, Robert P.

doi:10.1080/15580989.2003.11770937

Cited by 16 publications

(17 citation statements)

References 4 publications

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“…There is a steadily growing body of empirical research on the ethics and values of public sector organizations and employees in the US and Canada (e.g., Bowman and Connolly Knox, Bowman and Knox, 2008;Goss, 2003;Kernaghan, 2003;Kim, 2001), as well as in different countries in Europe (e.g., Beck Jørgensen and Bozeman, 2007;van den Heuvel et al 2002;Vrangbaek, 2009). What has fueled the recent wave of publications on public values is the assumed influence of businesslike or managerial approaches to government, such as New Public Management (NPM; Hood 1991), and management by measurement (Noordegraaf and Abma, 2003) on traditional public sector values such as 'impartiality,' 'lawfulness,' and 'neutrality' (e.g., Eikenberry and Kluwer 2004;Frederickson, 2005;Kernaghan, 2000Kernaghan, , 2003Lane 2000).…”

Section: Different Value Orientations Within the Public Sectormentioning

confidence: 99%

Birds of a Feather? The Effect of Organizational Value Congruence on the Relationship Between Ministries and Quangos

Thiel

Wal²

2010

Public Organiz Rev

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In this paper we investigate differences between the organizational values of ministries and semi-autonomous executive agencies (quangos) that operate at arms' length. Quangos are expected to operate more business-like, hence they can be expected to value profitability and other NPM-related values higher than ministries. Value incongruence between quangos and ministries is hypothesized to decrease their level of trust. These hypotheses are tested, using combined data from two Dutch surveys (n=324). The results confirm the expectations, although different types of quangos have different degrees of value (in)congruence, which may lead to variations in the quality of the relationship with their parent ministry.

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Section: Different Value Orientations Within the Public Sectormentioning

confidence: 99%

Birds of a Feather? The Effect of Organizational Value Congruence on the Relationship Between Ministries and Quangos

Thiel

Wal²

2010

Public Organiz Rev

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“…2 This respectable response rate, given the type of respondent, is comparable to earlier surveys of top managers, albeit somewhat lower than most public sector response rates and considerably higher than most business response rates (cf. Goss 2003;Kim 2001;Posner and Schmidt 1986, 1996. The questionnaire was distributed in cooperation with two professional associations, Senior Public Service (in Dutch: ABD) and the Dutch Center of Executive and Non-Executive Directors (in Dutch: NCD).…”

Section: Methodology Measures and Conceptsmentioning

confidence: 99%

The Bureaucrat, the Businessperson, and Their Perceptions of Each Other's Value Orientation: Empirical Notions on the Other Sector's Most Important Organizational Values

Wal¹,

Graaf²

2007

Public Integrity

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How do business and government managers perceive each other's value orientations?The debate on ethics in the public and private sectors has largely neglected this question. A survey of 231 top-level government officials and 151 business executives in the Netherlands found remarkable differences between the moral self-images of public and private sector managers and their perceptions of each other. An important practical implication is that managers in each sector should be aware of the ways their ethical self-images differ from those of their counterparts in the other arena.The number of studies on organizational values in public and private sector settings has been growing rapidly over the last two decades (on the public sector, see, for instance,

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“…While there is disagreement among the disciplines about the definition and nature of values, the perspective taken here is the definition and set of assumptions proposed by Bozeman (2007): A value is a complex and broad-based assessment of an object or set of objects (where the objects may be concrete, psychological, socially constructed, or a combination of all three) characterized by both cognitive and emotive elements, arrived at after some deliberation, and, because a value is a part of the individual's definition of self, it is not easily changed and it has the potential to elicit action. (p. 117) Public values and ethics are frequently discussed in public administration literature and there is an emerging body of empirical research on public values (Jørgensen 1999(Jørgensen , 2007Jørgensen and Bozeman 2007;Goss 2003;Kernaghan 1994Kernaghan , 2003Omurgonulsen and Oktem 2009;Palidauskaite 2006;Posner and Schmidt 1994), but only a few systematic theoretical discussions are available (Frederickson 1997;Van Wart 1998;Jørgensen and Bozeman 2007). Many studies argue that government reform movements, like new public management and the National Performance Review have encouraged the infiltration of market oriented approaches into public administration and a subsequent reordering of public values.…”

Section: The Role Of Valuesmentioning

confidence: 97%

Are We Really on the Same Page? An Empirical Examination of Value Congruence Between Public Sector and Nonprofit Sector Managers

2014

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Much attention has recently been paid to comparative work in the public and private sectors looking at work values, motivations, and the impact of government reform movements in organizations. Several studies have compared the public and private sectors in the dimension of values; but none have questioned the popular assumption that nonprofit and public managers share the same or a similar set of values or the value expectations they have for each other. This paper reports on the results of an empirical survey of public and nonprofit managers that compares their individual democratic, ethical, and professional values. In brief, the results lend strong support to the assumption that nonprofit employees share the same value set as their public sector counterparts; but their value sets do have statistically significant differences in the perceived level of importance of altruism, generosity, and individualism.Résumé Une grande attention est récemment accordée à des travaux comparatifs dans les secteurs public et privé, consacrés aux valeurs de travail, aux motivations, et aux conséquences des mouvements de réforme du gouvernement dans les organisations. Plusieurs études ont comparé les secteurs public et privé sous l'aspect des valeurs. Mais aucune n'a remis en question l'hypothèse répandue selon laquelle les responsables dans les secteurs à but non lucratif et public partagent les mêmes valeurs, ou ensemble de valeurs similaires, ou attentes de valeurs qu'ils ont l'un envers l'autre. Ce document présente les résultats d'une étude empirique des responsables dans les secteurs à but non lucratif et public qui compare leurs valeurs démocratiques, éthiques et professionnelles. Pour résumer, les résultats étayent fortement l'hypothèse que les employés dans le secteur à but non lucratif partagent les mêmes valeurs que leurs homologues du secteur public, mais que leurs valeurs ont des différences statistiquement significatives dans le niveau perçu de l'importance de l'altruisme, de la générosité et de l'individualisme.Zusammenfassung In letzter Zeit schenkte man der vergleichenden Arbeit im öffentlichen und privaten Sektor, bei der Arbeitswerte, Motivationen und die Auswirkungen von Initiativen zur Führungsreform in Organisationen betrachtet werden, viel Aufmerksamkeit. Mehrere Studien haben den öffentlichen und den privaten Sektor hinsichtlich ihrer Werte verglichen; doch keine der Studien hinterfragte bislang die verbreitete Annahme, dass Manager gemeinnütziger und öffentlicher Organisationen die gleichen oder ähnlichen Werte bzw. die gegenseitigen Werterwartungen teilen. Dieser Beitrag veranschaulicht die Ergebnisse einer empirischen Umfrage von Managern öffentlicher und gemeinnütziger Organisationen, im Rahmen derer die jeweiligen demokratischen, ethischen und professionellen Werte verglichen werden. Kurz gesagt unterstützen die Ergebnisse die Annahme, dass Mitarbeiter gemeinnütziger Organisationen die gleichen Werte teilen wie ihre Gegenstücke im öffentlichen Sektor; doch weisen ihre Werte sehr wohl statistisch bedeut...

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What Ethical Conduct Expectations Do Legislators Have for the Career Bureaucracy?

Cited by 16 publications

References 4 publications

Birds of a Feather? The Effect of Organizational Value Congruence on the Relationship Between Ministries and Quangos

Birds of a Feather? The Effect of Organizational Value Congruence on the Relationship Between Ministries and Quangos

The Bureaucrat, the Businessperson, and Their Perceptions of Each Other's Value Orientation: Empirical Notions on the Other Sector's Most Important Organizational Values

Are We Really on the Same Page? An Empirical Examination of Value Congruence Between Public Sector and Nonprofit Sector Managers

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