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dc.contributor.authorPark, Sung Min
dc.date.accessioned2014-03-04T02:34:05Z
dc.date.available2014-03-04T02:34:05Z
dc.date.issued2007-05
dc.identifier.otherpark_sung-min_200705_phd
dc.identifier.urihttp://purl.galileo.usg.edu/uga_etd/park_sung-min_200705_phd
dc.identifier.urihttp://hdl.handle.net/10724/23950
dc.description.abstractThe three empirical essays in this dissertation analyze the public management issues of 1) organizational leadership and work motivation, 2) organizational commitment, and 3) managerial reform systems. In the first essay, the analysis of over 6,900 federal employees’ responses to the Merit Principles Survey 2000 examines the influences of leadership and motivational variables on the outcome variables. CFA confirms a factor structure for transformation-oriented leadership (TOL), public service-oriented motivation (PSOM), transaction-oriented leadership (TSOL), and extrinsically oriented motivation (EOM). Multivariate regression and 2SLS models show that TOL and PSOM, as well as interaction effects of TOL-TSOL and TOL-PSOM, have strong relations to the outcome variables. SEM analysis examines direct and indirect effects of the main variables. Overall, the results indicate that TOL and PSOM have more positive relations to the outcome variables than do TSOL and EOM. The combination of high TOL and high PSOM has the strongest positive, and hence desirable, relation with outcome variables. The second essay examines the constructs and the effects of three sub-dimensions of federal employees’ organizational commitment - affective, normative, and continuance. Using the MSPB 2000 survey instrument and employing EFA, CFA, multivariate regression, and SEM methods, this study empirically tests and measures 1) the dimensionality of the three commitment constructs, 2) the extent to which antecedent variables would affect the three different commitment variables, and 3) the influence of these three commitment values on several outcome variables. This study confirms that there are three distinctive constructs of commitment to stay in federal agencies and that other mediators - e.g., empowerment and goal clarity - have direct and indirect effects on the commitment variables. Affective commitment is most significantly and positively associated with these antecedents, and higher affective commitment also has the most significant effect on organizational consequences. Finally, employing the principal-agent theory and using the empirical models of CFA, hierarchical regression, SEM, and HLM, the third essay probes four personnel reform effects in the State of Georgia: 1) a monetary incentive system, 2) a knowledge incentive system, 3) a discretionary controlling system, and 4) a performance monitoring system. The findings indicate that all four personnel reform systems are directly and indirectly associated with organizational consequences. Among these effects, discretionary controlling and performance monitoring system effects are most salient and effective to enhance motivation, job satisfaction, and organizational effectiveness as well as to decrease state employees’ turnover intentions.
dc.languageeng
dc.publisheruga
dc.rightspublic
dc.subjectLeadership
dc.subjectMotivation
dc.subjectCommitment
dc.subjectJob Satisfaction
dc.subjectManagerial Reform
dc.subjectPublic Management
dc.subjectPublic Human Resource Management
dc.subjectPublic Organization Theory
dc.subjectPublic Organizational Behavior
dc.subjectPublic Organizational Performance
dc.subjectPublic Administration
dc.titleAntecedents, mediators, and consequences of leadership, motivation, commitment, and managerial reform systems in the public sector
dc.title.alternativethree public management research studies with empirical evidence from U.S. federal and state agencies
dc.typeDissertation
dc.description.degreePhD
dc.description.departmentPublic Administration and Policy
dc.description.majorPublic Administration
dc.description.advisorHal G. Rainey
dc.description.committeeHal G. Rainey
dc.description.committeeVicky M. Wilkins
dc.description.committeeGene A. Brewer
dc.description.committeeJ. Edward Kellough


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