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Universality in Public Service Values : = A Methodology for the Comparison of Value Structures and Content.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Universality in Public Service Values :/
其他題名:	A Methodology for the Comparison of Value Structures and Content.
作者:	Witesman, Owen F.
面頁冊數:	1 online resource (283 pages)
附註:	Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.
Contained By:	Dissertation Abstracts International78-09A(E).
標題:	Public administration. -
電子資源:	click for full text (PQDT)
ISBN:	9781369755688

Universality in Public Service Values : = A Methodology for the Comparison of Value Structures and Content.
Witesman, Owen F.

Universality in Public Service Values :A Methodology for the Comparison of Value Structures and Content. - 1 online resource (283 pages)

Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.

Thesis (Ph.D.)

Includes bibliographical references

Discretion is exercised at every level of government; however, whether the motivations of public employees as they exercise discretion is unique compared to the private sector remains an open question. Would public decisions be different if different people were employed in the public sector? Public Service Motivation (PSM) theory has demonstrated unique motivations for those who seek employment in the public sector, which would suggest that other decisions made by them may be rooted in unique motives and values. However, the assignment of values as predominantly public or private is largely arbitrary, which is one cause of the fragmentation of debates on changes in public values. Public Service Values (PSV) theory adapts the methods of PSM, the Schwartz Portrait Values Questionnaire (PVQ), and Tetlock's (1986) policy preference elicitation in an attempt to describe the impact of personally held values on public decision making.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9781369755688Subjects--Topical Terms:

562473
Public administration.
Index Terms--Genre/Form:

554714
Electronic books.

Universality in Public Service Values : = A Methodology for the Comparison of Value Structures and Content.
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500 $a Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.
500 $a Adviser: Sergio Fernandez.
502 $a Thesis (Ph.D.) $c Indiana University $d 2017.
504 $a Includes bibliographical references
520 $a Discretion is exercised at every level of government; however, whether the motivations of public employees as they exercise discretion is unique compared to the private sector remains an open question. Would public decisions be different if different people were employed in the public sector? Public Service Motivation (PSM) theory has demonstrated unique motivations for those who seek employment in the public sector, which would suggest that other decisions made by them may be rooted in unique motives and values. However, the assignment of values as predominantly public or private is largely arbitrary, which is one cause of the fragmentation of debates on changes in public values. Public Service Values (PSV) theory adapts the methods of PSM, the Schwartz Portrait Values Questionnaire (PVQ), and Tetlock's (1986) policy preference elicitation in an attempt to describe the impact of personally held values on public decision making.
520 $a Drawing from a survey of public and private employees, this study explores the influence of 36 public values on decision preferences in six substantive areas of public policy: business regulation, racial profiling, whistleblowing, collaborative planning, budgetary tradeoffs, and business subsidies. Using a public-private comparison as a model, previous methods for describing the structure of PSVs are expanded with a computational method for evaluating the universality of value structures. While previous research has focused on two-dimensional value structures, this analysis suggests that a four-dimensional structure is necessary to meet basic assumptions for the comparison of PSVs across groups. While public and private employees appear to employ different values when engaging decisions, some evidence is found that certain core management values are shared. However, little support emerges for traditional assumptions about the unique affinity of public employees for altruism. As a further test case, these comparative methods are also applied to management vs line employees, with similar results. Overall the picture that emerges bolsters the contention that the activation of public values in decision-making is highly context specific and not amenable to universal hierarchical classification. Based on this analysis, self-reported affinities for public service values appear to be of only moderate utility as predictors of public decision preferences.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
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650 4 $a Public policy. $3 1002398
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710 2 $a Indiana University. $b Public Affairs. $3 1179405
773 0 $t Dissertation Abstracts International $g 78-09A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10276571 $z click for full text (PQDT)