As the speed of change increases, federal agencies are challenged more often to develop and implement improvements to existing programs, new programs to meet new needs, or adjustments to programs based on changed circumstances of delivery. Built on the foundation of systems theory, expectancy theory, and field theory, this research seeks to explain why some managers do not propose changes in their organizations---even when the very survival of the organization is at risk. By measuring the fields of influence encountered by managers, we find that the chain of command is supportive of change initiatives. Other organizational elements--human resources and legal staff were measured in this research--are, in general, indifferent about the managers' effort to change. Employees, on the other hand, are strongly opposed to any change with even minimal impact on their work habits and conditions. Based on a survey of 201 managers of Army morale, welfare and recreation activities worldwide, this research views the climate for change from the perspective of the activity manager. There are general findings, along with detailed analysis, that support the need for a change to the environment itself. Executives charged with reviewing and approving activity-initiated changes may find this study useful in developing implementation strategies. Managers may take comfort in knowing that their environment is highly consistent with the experiences of other managers. Support staff--particularly legal and human resources offices--may find the perceptions of managers to be incongruent with the service objectives. We hope that everyone can find enlightenment, or perhaps confirmation of their own experiences, in the responses of these managers, and can use this information productively in the management of their areas of responsibility.

Community Health Centers (CHCs), designed to provide accessible and affordable health care services to low-income families, were first funded by the Federal Government as part of the War on Poverty in the mid-1960s. Improving healthcare organizational performance efficiency is paramount. It is an especially pressing need for CHCs' because they carry a disproportionate burden of caring for the uninsured within limited budgets. Prior studies suffer from conceptual and methodological limitations. A longitudinal multivariate analysis of factors influencing the performance of CHCs is needed. The purpose of this study is to benchmark CHC performance in terms of technical and cost efficiency, and examine factors that affect its variation. A theoretically grounded non-experimental study design is used, with five waves of panel data from 493 CHCs for the years 2000 through 2004. This study found that data mining and predictor tree analysis of factors influencing the variation in CHCs' technical and cost efficiency yielded inconsistent results. A declining trend in technical efficiency scores over the five-year study period was observed. Based on growth curve modeling, the three factors that influenced technical efficiency at the initial period of the study are: the percentages of Medicare, Medicaid, and Hispanic population being served by the CHCs. The five factors that positively influenced the variation in cost efficiency at the initial period were: the initial score of technical efficiency, the percentage of Hispanic patient population, staffing mix (ratio of providers to total staff), pay mix (ratio of federal grant dollars to total revenue), and percentage of Medicare-eligible. The initial cost-efficiency score and the initial technical efficiency score are negatively associated with the growth trend of technical efficiency. The initial level of technical efficiency is not statistically significantly associated with the growth trend of cost efficiency. The two factors influencing the growth trend of cost efficiency are the growth trend of technical efficiency (with a positive influence) and the initial level of cost efficiency (with a negative influence). Analysis of the effects of contextual and organizational-structural variables on the technical efficiency and cost efficiency of community health centers found that the explanatory power of the predictors is much greater for cost efficiency than for technical efficiency. The study lends support to contingency theory and confirms the independent and additive influences of contextual and organizational predictors on efficiency. Irrespective of the efficiency measures, contextual factors have much more influence on CHCs' efficiency than design (organizational structural) factors do. The three study hypotheses supported by multivariate analysis are: technical efficiency is associated with contextual factors and organizational factors; cost efficiency is associated with contextual factors and organizational factors; and technical efficiency positively affects cost efficiency.

Police officers make decisions at the street level in a variety of situations that have direct impact on quality of life, justice in society, and individual freedom. These decisions inherently involve the exercise of discretion, since successfully performed police tasks are linked to the officer‘s choosing among alternative courses of action. Appropriateness of unsupervised decisions taken under street contingencies remains questionable in terms of police-behavior legitimacy. Law enforcement agencies seek ways to control excessive discretion to avoid undesired consequences of police discretion and maintain organizational legitimacy. Traditionally, organizations developed reward and sanction structures that aimed to shape officer behavior on the street. Recent perspectives, on the other hand, emphasize that it is imperative to manage discretion by employing a value-based approach that requires the agency to encourage subordinates in the exercise of certain behaviors simply because they are believed to be right and proper. This approach depends primarily on beliefs, values, and attitudes of employees rather than external contingencies of environment. Drawing on expectancy and value-based approaches, this study examines the factors affecting patrol officers‘ discretionary decisions to enforce law in the Turkish National Police (TNP). The reward expectancy concept was derived from the expectancy theory of motivation, which uses extrinsic rewards in structuring discretion. Regarding the value-based approach, public service motivation (PSM) represents the intrinsic motives of officers in this study, while selective enforcement corresponds to the attitudes of officers. Discretionary behaviors of officers on the street were conceptualized as responsiveness, which refers to the degree to which officers iv are willing to respond to street contingencies. The study tested the mediating role of work effort between reward expectancy/responsiveness and public service motivation/responsiveness relationships. Samples of the study were drawn from uniformed patrol officers in seven provinces of Turkey. A self-administered questionnaire was used to collect data. Responses of 613 patrol officers were analyzed using structural equation modeling (SEM). The study developed four latent constructs and validated their measurement models by using confirmatory factor analysis (CFA). Structural equation modeling was used to investigate causal and confirmatory relationships among latent variables. Findings of the study suggested that reward expectancy did not have a statistically significant relationship to responsiveness. The study did not find a significant association between reward expectancy and work effort of officers. This finding was found to be attributable to the fact that officers do not believe in the fair distribution procedures of rewards and they do not value organizational rewards. Public service motivation of respondents, on the other hand, indicated a strong, positive, and statistically significant relationship with both work effort and responsiveness. These results indicated that intrinsic motives of officers in the TNP are more powerful in explaining officer responsiveness to street contingencies. As hypothesized, officer attitudes toward selective enforcement negatively influenced officer responsiveness, indicating that officers‘ beliefs and values influence their discretionary behaviors. Among the demographic characteristics of participants, only age of officer indicated a negative significant relationship to responsiveness. This finding suggested that motivation decreases as age increases. Contrary to v other findings in the literature, this study found that intensity perceptions of respondents was positively associated with responsiveness. The study revealed some policy, theoretical, and methodological implications. The findings suggested that the TNP should either completely eliminate the existing reward system or revise it to motivate officers to be responsive. A leadership practice that promotes PSM and discourages selective enforcement was also suggested. Contrary to research that emphasizes the role of extrinsic motivation on police discretion, this study empirically reported that intrinsic motivation has an even stronger effect on officer behavior and needs to be taken into account in future studies. The study contributes to an understanding of police discretionary behavior in the TNP, which has unique characteristics of structure, culture, and law. The limitations of the study in terms of its dependency on officer perceptions and concerns about construct validity were discussed and future research was suggested.

The purpose of this study is to assess the motivations of community-based organizations (CBOs) staff to participate in service partnerships and their influence on collaboration practices and perceived outcomes of collaborative efforts. This study uses structural equation modeling to assess the relationships between exogenous variables (motivational factors) and endogenous variables (inter-organizational collaboration and perceived outcomes). This study also uses qualitative methods to address perceptions on collaboration not captured by the survey instrument. A total of 538 service partnership staff (supervisors and front liners) received the survey's link or a copy of the survey to participate. Out of the 538, 217 completed the survey which represents a 40% response rate. Due to missing responses and multiple outliers, 201 observations were used for analysis. Based on the findings of this study, it was concluded that the development of service partnerships are mostly affected by environmental factors related to solving social problems which accounts for 37% of variance in inter-organizational collaboration. Empirical evidence from this study has shown that CBOs staff have the tendency to work for the purpose of meeting their social missions. Furthermore, inter-organizational collaboration accounts for 76% of variance in perceived outcomes. When a three factor collaboration model was created, it was further noticed that cognitive and resource reciprocity statistically significant influence perceived outcomes where differences in the perceptions of front liners and supervisors were also found. These findings highlight important aspects to understand the collaboration dynamics of service partnerships and also points out the different iii views of community based organization staff regarding the motivation to collaborate and the impact of collaboration practices in perceived collaboration outcomes. However, it is also important to note that findings on the comparison between front liners and supervisors are exploratory in nature as there could be other external factors that could affect the impact in interorganizational collaboration and collaboration outcomes. Regarding the focus groups, three themes emerged with respect to the motivations for participating in service partnerships. Agents for social change, building relationships and needs of resources are recurrent themes that explained the desires to collaborate. On collaboration practices, two main general themes emerged which are interdependence and partnership values. Lastly, impacting the community, sustainability issues and expanding services were the main themes found when perception of service partnership outcomes was addressed. Findings of this study suggest further exploration on multi-dimensional models of collaboration, investigate differences in staff perceptions, and continue exploring the influence of social threat responsiveness in inter-organizational collaboration and perceived partnerships outcomes.

Nonprofit programs deliver key social services to millions of people across the country everyday, however, little is known about the ethical practices of these programs. This research examines the relationship between a nonprofit program's ethical practices and the programs' measurable outcomes, such as changes in knowledge, attitudes, values, skills, behavior, condition, or status of the participant as a result of their involvement with nonprofit programs. An assumption of the study is that the achievement of the measurable outcomes found in a nonprofit program is directly related to the extent that ethical practices are utilized within that program. Ethical practices include role modeling, ethics development, ethics enforcement and review, stewardship, transparency, and empowerment. This study demonstrates that the ethical strategy Transparency influences the achievement of program performance outcomes. Through a combination of quantitative and qualitative analysis, this study attempts to illustrate the impact of transparency as well as determine how it is incorporated in nonprofit programs based on interviews with nonprofit program managers/directors. Additionally, this study demonstrates that the capacity of a program's processes is negatively associated with the achievement of program performance outcomes. This finding suggests the need for a greater level of transparency in program planning and performance outcome measure development in order to ensure the program is mission driven and its performance outcomes are meeting the needs of the community it serves.

Performance measurement has been adopted and implemented in the private sector as a tool to measure and improve performance. Performance measurement is relatively new to the public sector, yet counties could benefit from establishing performance measures. This study uses the 67 Florida counties to compare Human Resource performance measures to county efficiency measures through path analysis to assess the contribution compensation and recruitment practices have on county efficiency measures of fiscal, process and technical efficiencies. It includes county contextual variables in the models. The data was collected via professional publications and organizations, survey and personal contacts and entered into a SPSS data set. Six path analyses were established 1) three for HR variables with the three county efficiency variables and 2) three for HR variables plus contextual variables with the three county efficiency variables. The compensation variable, annual salary adjustment, was statistically significant to county fiscal efficiency, in the HR to county fiscal efficiency and HR / contextual variables to county fiscal efficiency. None of the variables were statistically significant in the process efficiency models. Health costs were statistically significant in the county technical efficiency path analysis. When the county contextual variables were added, health costs, percentage of benefit to salary, county size and county wealth were statistically significant. The HR compensation variables impact county efficiency, either fiscal or technical.

The main focus of this study was to investigate the relationship between the dependent variables of affective, continuance, and normative commitment and job satisfaction, job characteristics, role characteristics, and selected demographic variables. This study also aimed to make a comparison between police officers and first and mid-level supervisors of the Turkish National Police in order to test whether there was a difference between their commitment levels. The final purpose was to examine the moderating role of growth need strength (GNS) and the mediating role of overall job satisfaction between the five job characteristics and three components of organizational commitment. A total of 1,429 police officers and police supervisors were obtained and selected from various departments. An electronic survey was used to gather data from the target population. Eighteen hypotheses were developed and tested through various statistical analyses. The results revealed that role conflict and role ambiguity were inversely related to affective commitment. A positive significant relationship existed between affective commitment and tenure, task significance, autonomy, and intrinsic and extrinsic job satisfaction. The relationship between continuance commitment and education, autonomy, and role conflict were significant. Number of children, task significance, role ambiguity, intrinsic and extrinsic job satisfaction all made significant contributions to the variance in normative commitment. There was a significant difference in the level of affective, continuance, and normative commitment between police officers and mid-level supervisors and between first level supervisors and police officers. Overall job satisfaction was found to be a mediator between all five job characteristics and affective and normative commitment. Finally, GNS was a moderator between task identity and affective commitment, skill variety and continuance commitment, and job characteristics of autonomy and job feedback and normative commitment. On the whole, findings of this study revealed important theoretical, policy, and practical implications. Through an examination of the various aspects of organizational commitment and an in-depth investigation of the relationships between specific variables to components of organizational commitment, this study help researchers understand all aspects of organizational commitment from the perspective of police officers and police supervisors.

For years African Americans have comprised the largest minority group within the federal civil service, yet have been under represented at the higher levels, namely, GS13 through GS15 and the senior executive service (SES). Executive and legislative actions alone have not been sufficient to overcome the under-representation of African Americans at higher levels of the federal bureaucracy. The theory of representative bureaucracy suggests that passive representation, or the extent to which a bureaucracy employs people of diverse social backgrounds, leads to active representation, or the pursuit of policies reflecting the interests and desires of those people (Kingsley, 1944). Implicit in this definition is the expectation that minority administrators, specifically African American senior administrators, would have an interest in increasing their representation at higher decision-making levels within the bureaucracy. This research utilized quantitative analysis to examine 48 federal agencies in five four-year increments to determine how much senior level African Americans contributed to African American increases at mid levels of the federal bureaucracy. Further, this research utilized qualitative analysis in the form of standardized structured interviews to determine to what extent African American senior administrators believed that it was important to increase the representation of African Americans at higher levels. The results of the quantitative analysis suggests that African Americans at the highest levels (GS15 and SES) of the federal bureaucracy have exerted a positive influence on the overall change in the percentage of African Americans at the mid level (GS13 and GS14) over time. Further, the results indicate that of all the independent variables tested, African Americans at the senior level were the most significant contributors to the positive change in the percentage of African Americans at the mid level, after a four-year period. The influence of African Americans at senior levels was significant only in agencies where African Americans at mid levels were already below the mean for African Americans within the federal civil service. This finding suggest that African Americans at the highest levels take an active approach to representative bureaucracy when there is inequity for African Americans at mid-level positions in their agency.

This study used an electronic questionnaire to evaluate the levels of intrinsic motivation, compared to extrinsic motivation, in front-line local government employees. This research also evaluated the relationship between intrinsic motivation and public service motivation (PSM). Further, this research assessed the effects of performance appraisal systems (PAS) on intrinsically motivated front-line local government employees. Current research suggests that public sector employees are more intrinsically motivated than extrinsically motivated. This study found that, while the employees showed higher levels of intrinsic motivation over extrinsic motivation, most of the respondents showed moderately high levels of both intrinsic and extrinsic motivation. Additionally, the literature suggests that public sector employees place a high value on the missions and goals of public organizations, also known as PSM. This study found that, while both intrinsic and extrinsic motivation had an influence on PSM, intrinsic motivation had a greater affect on PSM for front-line local government employees. Current research also suggests that an employee's intrinsic motivation can be diminished by exposure to an external control mechanism such as PAS. However, there are elements of the performance appraisal process, such as employee participation, that may positively influence the employee's attitude towards the management practice. This study found that the type of PAS, whether participatory or non-participatory, caused a variation in the employee's attitudes towards the PAS for intrinsically motivated front-line local government employees.

On June 6, 2006 Virginia Governor Timothy Kaine ceremonially signed legislation creating the New College Institute in Martinsville, Virginia. Since achieving statehood in 1788, Virginia has directly created only three four-year colleges; the University of Virginia, Virginia Military Institute, and Virginia State University. With the exception of the College of William and Mary, created in 1693, all of Virginia’s other public four-year institutions began as branch campuses, state normal schools for women, or as acquisitions of independent institutions. In addition to the extraordinary occurrence of creating a new public college in the Commonwealth of Virginia, evidence preceding the enacting legislation suggested that Martinsville might not be an appropriate place for a new college. The economic conditions in Martinsville and the entire Southside region of Virginia have undergone a dramatic transition from a production and manufacturing economy to an area beset by unemployment and lack of industry. Once considered a thriving economy based on textile, furniture and tobacco related industries, Southside Virginia has suffered resulting in a number of interrelated social and economic problems. Would a new college re-vitalize this region of the Commonwealth? Legislative studies preceding the enacting legislation provided clear evidence of the social and economic problems facing Southside communities but often ambiguous and conflicting information about the role of public policy should play with regard to creating a public organization for economic development purposes. Contrary to the historical tradition of creating a new college to meet student demand, the proposed new college in Southside Virginia would have to create post secondary educational demand to meet the needs of a new public organization. Colleges and universities can transform communities through their symbolic and legitimate structure, activities, goals and purposes. In recent research, education is described as highly institutionalized; exhibiting a socially legitimate structure and both formal and informal patterns of socialization. Educational organizations are institutionalized because they are infused with value and provide a symbolic mechanism for re-socializing and transforming individuals and communities. Institutional norms, rules and cognitions enhanced and constrained policy conversations and ultimately the decision to build a new college in Martinsville. Beyond the technical and rational arguments for constructing a new public bureaucracy, the symbolic goals and purposes of education are united with the values, beliefs and aspirations of its founders. These beliefs and values do not exist in an ahistorical space but are a condition and consequence of viewing education as highly institutionalized. This study is both an exploration and explanation of the institutional themes that created the material conditions in which policy actors negotiated and compromised in consensual solution to the problems in Southside Virginia through the creation of the New College Institute.