Although public management and human resource management research has extensively investigated the motivational effects of organizational rules, the original utility of organizational rules... Show moreAlthough public management and human resource management research has extensively investigated the motivational effects of organizational rules, the original utility of organizational rules—uncertainty reduction—has remained overlooked. This study takes a cognitive perspective by examining how organizational rules relate to uncertainty experiences of public professionals. In this study, we provide a dynamic perspective on the relationship between organizational rules and uncertainty through a 2-week daily online diary study among 65 public professionals in the Netherlands. The results indicate that the amount and consistency of rules are related to professionals’ daily uncertainty experiences. Moreover, within-person experiences of rules and uncertainty are highly variable over time. We argue that a cognitive perspective of uncertainty reduction can broaden our understanding of the consequences of organizational rules in managing people, and that the dynamic nature of organizational rule experiences cannot be a mere footnote in future public administration and human resource management research. Show less
Bernards, B.; Voet, J. van der; Pas, S. van der; Groeneveld, S. 2020
Although public management and human resource management research has extensively investigated the motivational effects of organizational rules, the original utility of organizational rules... Show moreAlthough public management and human resource management research has extensively investigated the motivational effects of organizational rules, the original utility of organizational rules-uncertainty reduction-has remained overlooked. This study takes a cognitive perspective by examining how organizational rules relate to uncertainty experiences of public professionals. In this study, we provide a dynamic perspective on the relationship between organizational rules and uncertainty through a 2-week daily online diary study among 65 public professionals in the Netherlands. The results indicate that the amount and consistency of rules are related to professionals' daily uncertainty experiences. Moreover, within-person experiences of rules and uncertainty are highly variable over time. We argue that a cognitive perspective of uncertainty reduction can broaden our understanding of the consequences of organizational rules in managing people, and that the dynamic nature of organizational rule experiences cannot be a mere footnote in future public administration and human resource management research. Show less
Bernards, B.J.T.H.; Voet, J. van der; Pas, S. van der; Groeneveld, S.M. 2020
Although public management and human resource management research has extensively investigated the motivational effects of organizational rules, the original utility of organizational rules... Show moreAlthough public management and human resource management research has extensively investigated the motivational effects of organizational rules, the original utility of organizational rules—uncertainty reduction—has remained overlooked. This study takes a cognitive perspective by examining how organizational rules relate to uncertainty experiences of public professionals. In this study, we provide a dynamic perspective on the relationship between organizational rules and uncertainty through a 2-week daily online diary study among 65 public professionals in the Netherlands. The results indicate that the amount and consistency of rules are related to professionals’ daily uncertainty experiences. Moreover, within-person experiences of rules and uncertainty are highly variable over time. We argue that a cognitive perspective of uncertainty reduction can broaden our understanding of the consequences of organizational rules in managing people, and that the dynamic nature of organizational rule experiences cannot be a mere footnote in future public administration and human resource management research. Show less
Bekerom, P. van den; Voet, J. van der; Christensen, J. 2020
Citizens’ perceptions of the performance of public service providers are a central concern for academics and policy-makers alike. A growing body of behavioral public administration research... Show moreCitizens’ perceptions of the performance of public service providers are a central concern for academics and policy-makers alike. A growing body of behavioral public administration research emphasizes the psychological biases that shape the perceptions of citizens. This article makes a novel contribution to this debate by examining the interaction between politically motivated bias and cognitive bias in citizens’ performance appraisals. It asks: Are citizens more negative about failing service delivery by public organizations than by private organizations, and if so, why? This is investigated through a survey experiment conducted among a representative sample of 2,623 Dutch citizens. The main finding of the study is that public organizations are punished more severely by citizens for negative performance information than private organizations, but this tendency is concentrated among citizens who have a preference for private service provision and varies across service areas. Our study shows not only that citizens’ processing of information about public services is subject to various forms of bias, but also that these biases interact in shaping how citizens view public organizations. Further investigating these complex dynamics is an important task for behavioral public administration scholars seeking to understand the specific implications of behavioral dynamics for the broad range of organizations providing public services. Show less
Bernards, B.J.T.H.; Groeneveld, S.M.; Pas, S. van der; Voet, J. van der 2019
Dr. Joris van der Voet is Assistant Professor bij het Instituut Bestuurskunde van de Universiteit Leiden. Zijn onderzoek is gericht op organisatieverandering in publieke organisaties, met een focus... Show moreDr. Joris van der Voet is Assistant Professor bij het Instituut Bestuurskunde van de Universiteit Leiden. Zijn onderzoek is gericht op organisatieverandering in publieke organisaties, met een focus op de rol van leiderschap en de gevolgen van verandering voor medewerkers. Meer informatie over het onderzoek naar de jeugdzorg is beschikbaar via www.jorisvandervoet.com of j.van. der.voet@cdh.leidenuniv.nl. Show less
