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What do citizens want? How do citizens think public servants should behave? Although such questions seem straightforward, little is known about the values citizens expect public servants to uphold. This paper therefore identifies such values through extensive coding of qualitative data from representative samples of United States (n = 395), Dutch (n = 369), and South Korean (n = 379) citizens. Surprisingly, and contrasting to assumptions in the literature on citizen satisfaction, citizens hardly value effectiveness, efficiency, and accountability. In contrast, we found that the top three universal values that citizens desire from public servants are serviceability, responsiveness, and dedication. These values are generic across countries, age, gender, and education level. However, some values are more important in some countries than in others. These differences show the influence of a country's longstanding public administrative tradition and its current situation. Our findings challenge scholars and government officials to rethink what citizens want from their civil servants. [ABSTRACT FROM AUTHOR]

In the United States, college has often served as an incubator for social change agents in the form of student activism and participation in broader social movements. Historically Black colleges and university (HBCUs) have played a pivotal role in social justice movements since their inception with the most notable example being the central role of HBCUs in the Civil Rights Movement. The role of HBCUs in cultivating exemplary leaders provides invaluable examples and frameworks for tackling the dual pandemics of COVID‐19 and the latest racial reckoning. The purpose of this paper is to provide a case study of how an all‐male HBCU contributes to the development of moral leadership and how that tradition has evolved with the current dual pandemics. We provide a historical overview of Morehouse's leadership models and provide a case study from students currently enrolled at Morehouse College, the only all‐male, historically Black college in the United States. Student participants described how leadership has evolved from previous generations, the impact of social media, and what it means to be a moral leader and how the HBCU tradition, shapes leadership. Highlights: Moral leadership is a cornerstone of many historically Black colleges and universities.The dual pandemics of COVID‐19 and the racial reckoning fueled public service amongst students.In the United States, college has often served as an incubator for social change agents. [ABSTRACT FROM AUTHOR]

Bureaucratic discretion continues to be one of a public administrator's primary powers while at the same time being one of their most controversial. Used in a positive way, bureaucratic discretion can enhance social equity; however, this practice can create administrative legitimacy dilemmas. As such, this paper conceptually discusses the theoretical position of public administrators that contributes to their engagement in legitimacy dilemmas, which is further complicated by the tenets of New Public Service. We argue that if public administrators are engaged in authentic interactions with the public and use their discretion to reflect the interests of the public, then they are engaged in truly democratic governance. We place this argument in the context of achieving social equity and highlight an avoided question in public administration. Finally, recommendations for future research are offered as a means progressing the social equity agenda in public administration. [ABSTRACT FROM AUTHOR]

The ongoing COVID‐19 pandemic has exacerbated cracks in the United States' healthcare systems—along with its deathcare systems. The pandemic as an ongoing mass fatality incident highlights the need to understand the public servants engaged in deathcare work, as they are a vital part of the emergency response equation. This exploratory, descriptive study focuses on the ways in which medical examiners and coroners (ME/Cs) in the United States provide core emergency management services to communities, relying on findings from interviews with 18 ME/Cs throughout the country. Findings indicate how COVID‐19 cases are counted is difficult, the pandemic changed how ME/Cs operate in response, and burnout is eminent for these public servants. [ABSTRACT FROM AUTHOR]

The relationship between organizational commitment and job performance matters in public service delivery, and so does the emotive dimension of the citizen—state interaction. However, public management theories and principles must take national culture into account, because comparative investigation reveals limits to generalizability across cultures. This study provides an example. It examines the link between commitment and performance as well as the moderating effect of emotional labor for public service workers in Korea and the United States. Probably due to the differing effect of collectivist versus individualist norms, findings reveal that authentic emotive expression bolsters the relationship between organizational commitment and job performance in Korea, while its opposite, inauthentic emotive expression weakens the link between commitment and performance in the United States. 공공서비스를 전달하는 과정에서 조직몰입과 직무성과의 관계는 중요한 문제이며, 이에 못지않게 시민‐국가 상호작용에 있어서 감정적 차원 또한 중요한 문제이다. 공공관리 이론이나 원리를 연구할 때 국가차원의 문화를 고려할 필요가 있는데, 이는 비교연구의 수행이 서로 다른 문화들을 일반화하는 데 따른 한계점을 파악할 수 있게 해 주기 때문이다. 본 연구는 이러한 측면에서 하나의 본보기를 제시한다. 이 연구는 몰입과 성과의 관계를 고찰할 뿐만 아니라 감정노동의 조절효과를 미국과 한국의 공공부문 종사자들을 통하여 살펴본다. 본 연구의 결과는 한국의 공공조직에서 진성 감정표현이 조직몰입과 직무성과를 강화해 줄 수 있으며, 이와는 대조적으로 미국의 공공조직에서는 비진성 감정표현이 몰입과 성과의 관계를 약화시킬 수 있다는 점을 보여준다. 이러한 결과는 집단주의 문화와 개인주의 문화가 서로 다른 영향을 미친 것으로 보인다. [ABSTRACT FROM AUTHOR]

Age discrimination is a systemic problem of the American administrative state that undermines both the caliber and performance of the U.S. federal government workforce. A theory is proposed, anchored on discrimination against age‐eligible employees (age 40 and over) representing a social identity group, to explain how status‐group power differentials between supervisors and non‐supervisors within U.S. federal agencies explain the organizational incidence of formal discrimination complaints. The theory predicts that the incidence of age discrimination formal complaints is declining in the share of supervisory personnel who are discrimination age‐eligible while increasing in the share of non‐supervisory personnel members who belong to this group. Evidence is obtained for these hypotheses using objective data on Equal Employment Opportunity Commission's age discrimination formal complaints about an unbalanced panel of 130 U.S. federal agencies between 2010 and 2019. The empirical evidence underscores the structural challenges to combatting ageism within the U.S. federal government workforce during an era of an intergenerational personnel change. [ABSTRACT FROM AUTHOR]

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Public–private partnerships (P3s) have continued to grow in importance both as an alternative infrastructure delivery model and a management practice in many jurisdictions and across institutional contexts. This study draws on the institutional work perspective to investigate the nature and form of micro‐activities that interact to cement a policy through the examination of the implementation of P3s as a management practice. The study advances our understanding of how the micro‐activities of governmental agents and actors affect the development, codification, and support structures of P3s. We adopt a multi‐location, field‐based case approach and a diversified institutional setting presented by P3‐adopting regions in the United States. We deploy an institutional work perspective to identify the micro‐activities that are undertaken as part of the P3 routinisation and acceptance process. Following Perkmann and Spicer's classification, and consistent with the concept of institutional work (Lawrence & Suddaby), we find that the ordinary day‐to‐day micro‐activities undertaken by government employees, categorised as political work, technical work, and cultural work, are structurally, strategically, and intentionally deployed to achieve the successful implementation of P3s. In addition, we uncover a complementary managerial micro‐activity undertaken alongside institutional work, what we term organisational restructuring, as part of the composite of activities that facilitate a successful P3 implementation. We suggest that the nature, extent, and impact of ordinary government employee micro‐activities on the implementation and acceptance of P3s deserve further empirical inquiry. This study draws on the institutional work perspective to investigate the nature and form of micro‐activities that interact to cement a policy through the examination of the implementation of P3s as a management practice. The study advances our understanding of how the micro‐activities of governmental agents and actors affect the development, codification, and support structures of P3s. [ABSTRACT FROM AUTHOR]

For over a century, the value of employee protections and limits on direct political control has been the sine qua non of a merit‐based bureaucracy for the US public service. Such assumptions are at odds with the desire of populist governments to exert control over institutions of governance. This tension emerged during the Trump administration. Trump's Schedule F Executive Order sought to transform much of the career public service into political appointees, allowing them to be removed if they were not performing according to the president's goals. In the chaotic last days of the Trump administration, the order was not implemented, but Schedule F offers both a glimpse of an alternative process for public management policymaking that excludes the field of public administration, as well as a potential harbinger for the future of the US civil service. [ABSTRACT FROM AUTHOR]