The decentralization of social care in the Netherlands has had a major impact on the professionals working in this field. This dissertation examines this impact by specifically focusing on the... Show moreThe decentralization of social care in the Netherlands has had a major impact on the professionals working in this field. This dissertation examines this impact by specifically focusing on the cognitive uncertainty experiences of social care professionals. It shows that cognitive uncertainty is a multi-faceted concept that covers different domains of the work and can have multiple sources. Contrary to the frequently expressed view in the literature on bureaucracy, this dissertation shows that rules do not reduce cognitive uncertainty. Leadership of team leaders, in contrast, can reduce cognitive uncertainty experiences of professionals.Moreover, leadership plays a key role in managing cognitive uncertainty. When properly managed, cognitive uncertainty can prove highly valuable as it can spur innovation and thus contribute to achieving the goals set in the decentralization of social care in the Netherlands. Show less
Bernards, B.J.T.H.; Pas, S. van der; Schmidt, J.E.T.; Bosch, E.J. 2023
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.; Groeneveld, S.M.; Pas, S. van der; Voet, J. van der 2019
