ADDITIONAL REFERENCE MATERIALS

Part One: The Dynamic Context of Public Organizations

Brewer, G. A. “In the Eye of the Storm: Frontline Supervisors and Federal Agency Performance.” Journal of Public Administration Research and Theory, 2005, 15, 505–527.

Brewer, G. A., and Walker, R. M. “An Empirical Analysis of the Impact of Environmental Constraints and Internal Management Practices on Red Tape.” Paper presented at the annual meeting of the American Political Science Association, Philadelphia, Aug. 31–Sept. 3, 2006.

Bryant, A. “Business Advice from the Sidelines.” New York Times, Mar. 6, 1996, p. C1.

Cameron, K., and Whetten, D. A. (eds.). Organizational Effectiveness: A Comparison of Multiple Models. Orlando, Fla.: Academic Press, 1983.

Council of State Governments. “Privatization.” State Trends and Forecasts, 1993, 2, 1–36.

Demerath, N., Marwell, G., and Aiken, M. Dynamics of Idealism. San Francisco: Jossey-Bass, 1971.

Dull, M. “Why PART? The Institutional Politics of Presidential Budget Reform.” Journal of Public Administration Research and Theory, 2006, 16, 187–215.

Ellwood, J. W. “Prospects for the Study of the Government of Public Organizations and Policies.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Fletcher, C., and Williams, R. “Performance Management, Job Satisfaction, and Organizational Commitment.” British Journal of Management, 1996, 7, 169–180.

Forbes, M., and Lynn, L. E. “How Does Public Management Affect Government Performance? Findings from International Research.” Journal of Public Administration Research and Theory, 2005, 15, 559–584.

Frank, H. A., and D’Souza, J. “Twelve Years into the Performance Measurement Revolution: Where We Need to Go in Implementation Research.” International Journal of Public Administration, 2004, 27, 701–718.

Frederickson, H. G., and Smith, K. B. The Public Administration Theory Primer. Boulder, Colo.: Westview Press, 2003.

Horton, S. “History and Persistency of an Idea and an Ideal.” In J. L. Perry and A. Hondeghem (eds.), Motivation in Public Management: The Call of Public Service. Oxford: Oxford University Press, 2008.

Ingraham, P. W., and Donahue, A. K. “Dissecting the Black Box Revisited: Characterizing Government Management Capacity.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Jennings, E. T., Jr., and Ewalt, J.A.G. “Driving Caseloads Down: Welfare Policy Choices and Administrative Action.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Jennings, E. T., Jr., and Haist, M. P. “Putting Performance Measurement in Context.” In P. W. Ingraham and L. E. Lynn Jr. (eds.), The Art of Governance, pp. 173–194. Washington D.C: Georgetown University Press, 2004.

Jones, B. D. “Bounded Rationality and Public Policy: Herbert A. Simon and the Decisional Foundation of Collective Choice.” Policy Sciences, 2002, 35, 269–284.

Jones, B. D. “Bounded Rationality and Political Science: Lessons from Public Administration and Public Policy.” Journal of Public Administration Research and Theory, 2003, 13(4), 395–412.

Jones, B. D., and Baumgartner, F. R. “A Model of Choice for Public Policy.” Journal of Public Administration Research and Theory, 2005, 15(3), 325–351.

Julnes, P. de L., and Holzer, M. “Promoting the Utilization of Performance Measures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation.” Public Administration Review, 2001, 61, 693–708.

Kalleberg, A. L., Knoke, D., Marsden, P. V., and Spaeth, J. L. “The National Organizations Study: An Introduction and Overview.” American Behavioral Scientist, 1994, 37, 860–871.

Kettl, D. F. Government by Proxy. Washington, D.C.: CQ Press, 1988.

Knott, J. H., and Hammond, T. H. “Congressional Committees and Policy Change: Explaining Legislative Outcomes in Banking, Trucking, Airlines, and Telecommunications Deregulation.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Miner, J. B. Theories of Organizational Behavior. Orlando, Fla.: Dryden, 1980.

Moore, M. H. “Managing for Value: Organizational Strategy in For-Profit, Nonprofit, and Governmental Organizations.” Nonprofit and Voluntary Sector Quarterly, 2000, 29, 183–204.

National Council of Social Security Management Associations. “Survey of Management.” Hackensack, N.J.: National Council of Social Security Management Associations, Feb. 2002. www.ncssma.org.

O’Leary, R., and Bingham, L.B. (eds.) Evaluating Environmental and Public Policy Conflict Resolution Programs and Policies. Washington, D.C.: Resources for the Future Press, 2003.

Pollitt, C. “Performance Management in Practice: A Comparative Study of Executive Agencies.” Journal of Public Administration Research and Theory, 2006, 16, 25–44.

Rainey, H. G. “Reward Preferences Among Public and Private Managers: In Search of the Service Ethic.” American Review of Public Administration, 1982, 16, 288–302.

Salamon, L. M. (ed.). The State of Nonprofit America. Washington, D.C.: Brookings Institution, 2002.

Schwartz, J. E. America’s Hidden Success: A Reassessment of Twenty Years of Public Policy. New York: Norton, 1983.

Selden, S. C., and Sowa, J. E. “Testing a Multi-Dimensional Model of Organizational Performance: Prospects and Problems.” Journal of Public Administration Research and Theory, 2004, 14, 395–416.

Solomon, D., and Maremont, M. “Bankers Face Strict New Pay Cap.” Wall Street Journal, Feb. 14, 2009, p. 1.

Taylor, J. “Performance Measurement in Australian and Hong Kong Government Departments.” Public Performance & Management Review, 2006, 29, 334–357.

Weisman, J., and Lublin, J. S. “Obama Lays Out Limits on Executive Pay.” Wall Street Journal, Feb. 5, 2009, p. 1.

Williamson, O. E. “Transaction Cost Economics and Public Administration.” In P. B. Boorsma (ed.), Public Priority Setting. Netherlands: Kluwer Academic Publishers, 1997, 19–37.

Part Two: Key Dimensions of Organizing and Managing

Bartol, K. M. “Professionalism as a Predictor of Organizational Commitment, Role Stress, and Turnover: A Multidimensional Approach.” Academy of Management Journal, 1979, 22, 815–826.

Behn, R. D. “The Big Questions of Public Management.” Public Administration Review, 1995, 55, 313–324.

Brewer, G. A. “Employee and Organizational Performance.” In J. L. Perry and A. Hondeghem (eds.), Motivation in Public Management: The Call of Public Service. Oxford: Oxford University Press, 2008.

Bright, L. “Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees?” American Review of Public Administration, 2008, 38(2), 149–166.

Cranny, C. J. (ed.). Job Satisfaction. San Francisco: New Lexington Books, 1992.

Davis, S. M., and Lawrence, P. R. Matrix. Reading, Mass.: Addison-Wesley, 1977.

Heinrich, C. J. “Organizational Form and Performance: An Empirical Investigation of Nonprofit and For-Profit Job-Training Service Providers.” Journal of Policy Analysis and Management, 2000, 19, 233–261.

Heinrich, C. J. “Outcomes-Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness.” Public Administration Review, 2002, 62(6), 712–725.

Heinrich, C. J. “Measuring Public Sector Performance and Effectiveness.” In G. B. Peters and J. Pierre. (eds.), Handbook of Public Administration, 25–37. London: Sage Publications, 2003.

Heinrich, C. J. “False or Fitting Recognition? The Use of High Performance Bonuses in Motivating Organizational Achievements.” Journal of Policy Analysis and Management, 2007, 26(2), 281–304.

Heinrich, C. J., and Lynn, L. “Governance and Performance: The Influence of Program Structure and Management on Job Training Partnership Act (JTPA) Program Outcomes.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Jurkiewicz, C. L., and Brown, R. G. “GenXers vs. Boomers vs. Matures: Generational Comparisons of Public Employee Motivation.” Review of Public Personnel Administration, 1998, 18, 18–37.

Kettl, D. F. “The Image of the Public Service in the Media.” In Volcker Commission, Leadership for America: Rebuilding the Public Service. Lexington, Mass.: Heath, 1989.

Klein, H. J. “An Integrated Control Theory Model of Work Motivation.” Academy of Management Review, 1989, 14, 150–172.

Koehler, M., and Rainey, H. G. “Interdisciplinary Foundations of Public Service Motivation.” In J. L. Perry and A. Hondeghem (eds.), Motivation in Public Management: The Call of Public Service. Oxford: Oxford University Press, 2008.

Landy, F. J., and Becker, W. S. “Motivation Theory Reconsidered.” In L. L. Cummings and B. M. Staw (eds.), Research in Organizational Behavior, Vol. 9. Greenwich, Conn.: JAI Press, 1987.

Moynihan, D. P. “Why and How Do State Governments Adopt and Implement ‘Managing for Results’ Reforms?” Journal of Public Administration Research and Theory, 2005, 15, 219–243.

Moynihan, D. P. “Managing for Results in State Government: Evaluating a Decade of Reform.” Public Administration Review, 2006, 66, 77–89.

Moynihan, D. P., and Pandey, S. K. “The Role of Organizations in Fostering Public Service Motivation.” Public Administration Review, 2007, 67(1), 40–53.

O’Toole, L. J., Jr., and Meier, K. J. “Networks, Hierarchies, and Public Management: Modeling the Nonlinearities.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Perry, J. L., and Hondeghem, A. “Building Theory and Empirical Evidence About Public Service Motivation.” International Public Management Journal, 2008, 11(1), 3–12.

Perry, J. L., and Miller, T. K. “The Senior Executive Service: Has It Worked?” Paper presented at the annual meeting of the American Political Science Association, San Francisco, Aug. 1990.

Pervin, L. A. (ed.). Goal Concepts in Personality and Social Psychology. Hillsdale, N.J.: Erlbaum, 1989.

Pitts, D. W. “Diversity, Representation, and Performance: Evidence About Race and Ethnicity in Public Organizations.” Journal of Public Administration Research and Theory, 2005, 15, 615–631.

Sandfort, J. R. “Examining the Effect of Welfare-to-Work Structures and Services on a Desired Policy Outcome.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Schay, B. W. “Effects of Performance-Contingent Pay on Employee Attitudes.” Public Personnel Management, 1988, 17, 237–250.

Schuler, R. S. “Role Perceptions, Satisfaction, and Performance Moderated by Organizational Level and Participation in Decision Making.” Academy of Management Level, 1977, 20, 159–165.

Scott, P. G., and Pandey, S. K. “Red Tape and Public Service Motivation: Findings from a National Survey of Managers in State Health and Human Service Agencies.” Review of Public Personnel Administration, 2005, 25(2), 155–180.

Tat-Kei Ho, A. “Accounting for the Value of Performance Measurement from the Perspective of Midwestern Mayors.” Journal of Public Administration Research and Theory, 2006, 16, 217–237.

Taylor, J. “Organizational Influences, Public Service Motivation, and Work Outcomes: An Australian Study.” International Public Management Journal, 2008, 11, 1, 67–88.

Tichy, N. M., and Ulrich, D. “The Leadership Challenge: A Call for the Transformational Leader.” Sloan Management Review, 1984, 26, 59–68.

U.S. General Accounting Office. Military Personnel: Preliminary Results of DOD’s 1999 Survey of Active Duty Members. (GAO/T-NSIAD-00–110.) Washington, D.C.: U.S. General Accounting Office, 2000.

Van Slyke, D. M. “Collaboration and Relational Contracting.” In R. O’Leary and L. B. Bingham (eds.), The Collaborative Public Manager: New Ideas for the Twenty-first Century. Washington, D.C.: Georgetown University Press, 2009.

Wenger, J. B., O’Toole, L. J., and Meier, K. J. “Trading Speed for Accuracy? Managing Goal Conflict and Accommodation in the U.S. Unemployment Insurance Program.” Policy Studies Journal, 2008, 36(2), 175–198.

Part Three: Strategies for Managing and Improving Public Organizations

Agranoff, R., and McGuire, M. Collaborative Public Management: New Strategies for Local Governments. Washington, D.C.: Georgetown University Press, 2003.

Boyne, G. A. “Sources of Public Service Improvement: A Critical Review and Research Agenda.” Journal of Public Administration Research and Theory, 2003, 31, 367–394.

Boyne, G. A., Meier, K. J., O’Toole L. J., and Walker, R. M. “Where Next? Research Directions on Performance in Public Organizations.” Journal of Public Administration Research and Theory, 2005, 15, 633–639.

Denhardt, R. B., and Jennings, E. T. The Revitalization of the Public Service. Columbia: Extension Publications, University of Missouri, 1987.

Heinrich, C. J., and Lynn, L. (eds.). Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Lowery, D. “Improving Governance.” Journal of Public Administration Research and Theory, 2002, 12, 293–297.

Luttwak, E. N. The Pentagon and the Art of War: The Question of Military Reform. New York: Simon & Schuster, 1984.

Lynn, L. E. Public Management as Art, Science, and Profession. Chatham, N.J.: Chatham House, 1996.

Melkers, J., and Willoughby, K. “Models of Performance-Measurement (PM) Use in Local Governments: Understanding Budgeting, Communication, and Lasting Effects.” Public Administration Review, 2005, 65(2), 180–190.

Moynihan, D. P. “Goal-Based Learning and the Future of Performance Management.” Public Administration Review, 2005, 65, 203–216.

Moynihan, D. P. “Managing for Results in an Impossible Job: Solution or Symbol?” International Journal of Public Administration, 2005, 28, 213–231.

Moynihan, D. P. “What Do We Talk About When We Talk About Performance? Dialogue Theory and Performance Budgeting.” Journal of Public Administration Research and Theory, 2005, 16, 151–168.

Nicholson-Crotty, S., Theobald, N. A., and Nicholson-Crotty, J. “Disparate Measures: Public Managers and Performance-Measurement Strategies.” Public Administration Review, 2006, 66, 101–113.

Office of Economic Cooperation and Development, Public Management Committee. “The Challenges of Retirement Departures in the Public Service.” Focus: Public Management Newsletter, 2002, 24, 4.

Partnership for Public Service. A New Day for Government: Partnership Annual Report FY 2007. Washington, D.C.: Partnership for Public Service, 2007.

Rainey, H. G. “The ‘How Much Process Is Due?’ Debate: Legal and Managerial Perspectives.” In P. J. Cooper (ed.), Public Law and Administration. San Francisco: Jossey-Bass, 1997.

Riccio, J., Bloom, H. S., and Hill, C. J. “Management, Organizational Characteristics, and Performance: The Case of Welfare-to-Work Programs.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

Roderick, M., Jacob, B. A., and Bryk, A. S. “Evaluating Chicago’s Efforts to End Social Promotion.” In C. J. Heinrich and L. Lynn (eds.), Governance and Performance: New Perspectives. Washington, D.C.: Georgetown University Press, 2000.

U.S. General Accounting Office. Performance Budgeting: PART Focuses Attention on Program Performance, But More Can Be Done to Engage Congress. (GAO-06–28.) Washington, D.C.: U.S. General Accounting Office, Oct. 28, 2005.

Wise, C. R., and Nader, R. “Organizing the Federal System for Homeland Security: Problems, Issues, and Dilemmas.” Public Administration Review, 2002, 62, 44–57.

Wood, D., and Gray, B. “Toward a Comprehensive Theory of Collaboration.” Journal of Applied Behavioral Science, 1991, 27(2), 139–162.