The Apparent Locus of Managerial Decision Making and Perceptions of Fairness in Public Personnel Management

Justin Michael Stritch; Mogens Jin Pedersen

doi:10.1177/0091026018819017

The Apparent Locus of Managerial Decision Making and Perceptions of Fairness in Public Personnel Management

Justin Michael Stritch^*, Mogens Jin Pedersen

^*Corresponding author af dette arbejde

1 Citationer (Scopus)

Abstract

A topic that remains underexplored in public management research is how the appearance of a formal rule or policy as guiding personnel decisions may affect employee perceptions of organizational decision outcomes. In this article, we consider how the locus of decision making (e.g., the apparent source of a decision) affects perceptions of a decision’s fairness. We examine this question with three survey experiments using case vignettes, each describing a distinct personnel decision-making scenario. In each case vignette, we manipulate the locus of decision making (a single supervisor, a team of supervisors, or an organizational policy). We find heterogeneous effects across the three case vignettes. We conclude with a discussion of the implications and future directions for public management research

Originalsprog	Engelsk
Tidsskrift	Public Personnel Management
Vol/bind	48
Udgave nummer	3
Sider (fra-til)	392-412
ISSN	0091-0260
DOI	https://doi.org/10.1177/0091026018819017
Status	Udgivet - 1 sep. 2019

Adgang til dokumentet

10.1177/0091026018819017

Citationsformater

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N2 - A topic that remains underexplored in public management research is how the appearance of a formal rule or policy as guiding personnel decisions may affect employee perceptions of organizational decision outcomes. In this article, we consider how the locus of decision making (e.g., the apparent source of a decision) affects perceptions of a decision’s fairness. We examine this question with three survey experiments using case vignettes, each describing a distinct personnel decision-making scenario. In each case vignette, we manipulate the locus of decision making (a single supervisor, a team of supervisors, or an organizational policy). We find heterogeneous effects across the three case vignettes. We conclude with a discussion of the implications and future directions for public management research

AB - A topic that remains underexplored in public management research is how the appearance of a formal rule or policy as guiding personnel decisions may affect employee perceptions of organizational decision outcomes. In this article, we consider how the locus of decision making (e.g., the apparent source of a decision) affects perceptions of a decision’s fairness. We examine this question with three survey experiments using case vignettes, each describing a distinct personnel decision-making scenario. In each case vignette, we manipulate the locus of decision making (a single supervisor, a team of supervisors, or an organizational policy). We find heterogeneous effects across the three case vignettes. We conclude with a discussion of the implications and future directions for public management research

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