http://hdl.handle.net/10027/7886 Mon, 20 May 2013 03:53:42 GMT 2013-05-20T03:53:42Z http://hdl.handle.net/10027/8725 Public Service in the Private Sector: Private Loan Originator Participation in a Public Mortgage Program Moulton, Stephanie; Feeney, Mary K. In the United States, housing policies focused on assisting low-income families towards homeownership have resulted in the creation of publicly subsidized affordable mortgage programs. Private lenders and their employees (loan originators) are often the key point of contact to connect low-income borrowers to these public programs. But why would loan originators offer borrowers public loan programs, particularly when such programs provide no additional (and sometimes reduced) direct financial compensation to the private lenders and potentially increased workloads? One possible rationale, and the one investigated here, is that loan originators may be diversely motivated towards public service and the advancement of the public interest. Though Alhough a great deal of research focuses on public service motivation among public sector employees, few studies investigate the tendency toward public service motivation and action in the private sector. Here we draw from surveys of private lenders to test a model and hypotheses about how private lenders’ associations, perceptions and values are related to voluntary participation in a government program. Our analysis highlights the importance of public associations, perceptions of government and public values in explaining the behavior of private sector employees. Our findings contribute to the literature on public service and public values and our understanding of how private organizations access government programs to advance the public good This is a pre-copy-editing, author-produced PDF of an article accepted for publication in the Journal of Public Administration Research and Theory following peer review. The definitive publisher-authenticated version Moulton, S. and M. K. Feeney (2011). "Public Service in the Private Sector: Private Loan Originator Participation in a Public Mortgage Program." Journal of Public Administration Research and Theory 21(3): 547-+. DOI: 10.1093/jopart/muq001 Fri, 01 Jul 2011 05:00:00 GMT http://hdl.handle.net/10027/8725 2011-07-01T05:00:00Z http://hdl.handle.net/10027/8567 Personnel Flexibility and Red Tape in Public and Nonprofit Organizations: Distinctions due to Institutional and Political Accountability Feeney, Mary K.; Rainey, Hal G. Academics and journalists have depicted government bureaucracies as particularly subject to administrative constraints, including the infamous red tape and personnel rules that sharply constrain pay, promotion and dismissal and weaken their relations to performance. Research on these topics has often focused on public organizations alone or on comparisons of public and private organizations. The analysis reported here extends this research to include nonprofit organizations. Certain theoretical perspectives would predict sharp differences between public and nonprofit organizations, while others would predict no differences. Using survey data from managerial-level respondents in state government and nonprofit organizations in Georgia and Illinois, this analysis compares perceptions of red tape and personnel rule constraints in public and nonprofit organizations. We investigate whether or not public and nonprofit respondents differ in their perceptions about levels of organizational red tape, and about whether formal rules enable or constrain managers in promoting and rewarding good employees and removing poor performers. The results indicate sharp public and nonprofit differences, with public managers reporting higher perceived organizational red tape and lower levels of personnel flexibility. In addition to public and nonprofit comparisons, the analysis takes into account other factors that might influence public and nonprofit managers’ perceptions of red tape and personnel flexibility in their organizations, including individual motivations to choose the job, the respondent’s state (Georgia or Illinois), and others. This is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Public Administration Research and Theory following peer review. The definitive publisher-authenticated version Feeney, M. K. & Rainey, H. G. 2010. Personnel Flexibility and Red Tape in Public and Nonprofit Organizations: Distinctions Due to Institutional and Political Accountability. Journal of Public Administration Research and Theory, 20(4): 801-826. is available online at: http://jpart.oxfordjournals.org/content/20/4/801. DOI: 10.1093/jopart/mup027 Fri, 01 Oct 2010 05:00:00 GMT http://hdl.handle.net/10027/8567 2010-10-01T05:00:00Z http://hdl.handle.net/10027/8304 Toward "Flexible Uniformity"? Civil Service Reform, "Big Government Conservatism," and the Promise of the Intelligence Community Model Thompson, James R. As the Obama administration pieces together its own civil service reform program, it may find solutions to key reform challenges in an oft-overlooked Bush administration human resource management initiative in the national security arena. While press and scholarly attention focused largely on the administration’s reform efforts at DHS and DoD discussed at length in the article by Kellough, Nigro, and Brewer in this symposium, the development of a common personnel framework across the United States Intelligence Community went relatively unnoticed. I argue, however, that human resource management changes made pursuant to the Intelligence Reform and Terrorism Prevention Act of 2004 provide a potential model for the Obama administration as it tries addressing three key reform challenges that have long-plagued federal personnel management: replacing the General Schedule with a modernized approach to compensation and classification, achieving a balance between uniformity at the executive branch level and flexibility at the agency level, and reconfiguring the Senior Executive Service. © 2010 by SAGE Publications, Review of Public Personnel Administration. DOI: 10.1177/0734371X10381485 Wed, 01 Dec 2010 06:00:00 GMT http://hdl.handle.net/10027/8304 2010-12-01T06:00:00Z http://hdl.handle.net/10027/7905 Organizational confidence: An empirical assessment of highly positive public managers Feeney, Mary K.; Boardman, P. Craig There is a great deal of research investigating public servants’ perceptions of organizational problems (e.g. red tape, bureaucratic control); however, there is little research investigating public servants who have highly positive perceptions of their organizations. This paper assesses perceptions of state employees to investigate individual and organizational level correlates with highly positive government workers, which we define as workers reporting high levels of pride in the organization for which they work, and who believe that the organization provides high quality public services and operates by highly ethical standards. Using data from the National Administration Studies Project III, we draw from formal theories of worker attitude formation and change to frame our assessment of these ideal-type public managers in terms of contemporaneous perceptions of work and work environment, structural job characteristics, and career trajectory. We conclude with a discussion of the implications for public management and policy. This is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Public Administration Research and Theory following peer review. The definitive publisher-authenticated version Feeney, M. K. & Boardman, C. 2010. Organizational Confidence: An Empirical Assessment of Highly Positive Public Managers. Journal of Public Administration Research and Theory is available online at: doi: 10.1093/jopart/muq044. Thu, 01 Jul 2010 05:00:00 GMT http://hdl.handle.net/10027/7905 2010-07-01T05:00:00Z