Governments, Parties, and Public Sector Employees: Canada, United States, Britain, and France. By André Blais, Donald E. Blake, and Stéphane Dion. Pittsburgh: University of Pittsburgh Press, and Montreal: McGill-Queen's University Press, 1997. 189p. $35.00 cloth, $17.95 paper.

1999 ◽  
Vol 93 (4) ◽  
pp. 988-989
Author(s):  
Stephen Brooks
Keyword(s):  
United States ◽  
Public Sector ◽  
University Of Pittsburgh ◽  
Public Sector Employees ◽  
Queen's University

scholarly journals Harnessing Sustainable Motivation: A Grounded Theory Exploration of Public Service Motivation in Local Governments of the State of Oregon, United States

2019 ◽  
Vol 11 (11) ◽  
pp. 3105 ◽  
Author(s):  
Sajjad Haider ◽  
Guoxian Bao ◽  
Gary L. Larsen ◽  
Muhammad Umar Draz
Keyword(s):  
United States ◽  
Grounded Theory ◽  
Public Sector ◽  
Local Government ◽  
Private Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
The State ◽  
Government Employees ◽  
Public Sector Employees

Employee motivation has always been a matter of concern for both public and private sector organizations. Since the industrial revolution in the late 18th century, organizations have struggled to foster workforce motivation and morale to enhance productivity. While a plethora of literature focuses on private sector motivation research, public sector organizations receive only modest scholarly attention. However, a new concept has emerged in public management literature during the late 1980s and 1990s, later known as public service motivation (PSM). The debate about PSM is premised on the notion that the motivation of public sector employees is quite different from their private sector counterparts because of their orientation to public service. Perry and Wise (1990) expressed this concept in the theory of PSM. Subsequently, a growing stream of scholarship has emerged which explores the many aspects of antecedents and outcomes related to PSM. However, questions remain about how to best keep the motivation of public sector employees sustainably high, and about what factors embolden or enervate the motivation and morale of public sector employees. This study focuses on the sustainable work motivation of local government employees. Its arguments and discussions draw from PSM theory, total quality management (TQM) principles, and inspiration from Sustainable Development Goals (SDGs). This study examines and attempts to uncover the career trajectories of local government employees in the State of Oregon, United States, through a rigorous grounded theory method (GTM) of inquiry. The study reveals a number of factors that facilitate and/or inhibit employees’ PSM. We expect the findings to be useful for both practitioners and government human resource policymakers in understanding the subtlety and vicissitudes of public sector employee careers and motivations.

US pension shortfalls will fuel localised inequality

2016 ◽  
Keyword(s):  
United States ◽  
Public Sector ◽  
Democratic Party ◽  
The United States ◽  
Low Carbon ◽  
Content Type ◽  
Pension Schemes ◽  
Public Sector Employees ◽  
The Us ◽  
Public Sector Unions

Subject State and municipal pensions in the United States. Significance Losses from the 2008-09 financial crisis, mismanagement and insufficient annual allocations have led to a severe fiscal shortfall for a group of municipalities and states. However, changes to pension schemes are politically difficult for policymakers to achieve, given the clout of public sector unions. Impacts Firms may relocate or forgo investment to avoid future pension-driven tax increases. Republicans will play to their non-urban base by attacking the benefits of public sector employees. Post-COP21 demand for low-carbon investments is likely to complicate pension managers' search for returns. The US urban-suburban-rural divide poses greater difficulties for the Democratic Party than for Republicans.

Labor's Enduring Divide: The Distinct Path of Public Sector Unions in the United States

2014 ◽  
Vol 28 (2) ◽  
pp. 175-200 ◽  
Author(s):  
Alexis N. Walker
Keyword(s):  
United States ◽  
Public Sector ◽  
Collective Bargaining ◽  
Private Sector ◽  
Labor Law ◽  
Union Density ◽  
The United States ◽  
Private Sector Union ◽  
Public Sector Employees ◽  
Public Sector Unions

Why did public sector unionization rise so dramatically and then plateau at the same time as private sector unionization underwent a precipitous decline? The exclusion of public sector employees from the centerpiece of private sector labor law—the 1935 Wagner Act—divided U.S. labor law and relegated public sector demand-making to the states. Consequently, public sector employees' collective bargaining rights were slow to develop and remain geographically concentrated, unequal and vulnerable. Further, divided labor law put the two movements out of alignment; private sector union density peaked nearly a decade before the first major statutes granting public sector collective bargaining rights passed. As a result of this incongruent timing and sequencing, the United States has never had a strong union movement comprised of both sectors at the height of their membership and influence.

Governments, Parties and Public Sector Employees: Canada, United States, Britain and France

1999 ◽  
Vol 25 (1) ◽  
pp. 151
Author(s):  
R. W. Phidd ◽  
André Blais ◽  
Donald E. Blake ◽  
Stéphane Dion ◽  
Andre Blais ◽  
...  
Keyword(s):  
United States ◽  
Public Sector ◽  
Public Sector Employees
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