This article presents a conceptual perspective on the distinctive characteristics of public organizations and their personnel. This perspective leads to hypotheses that public organizations deliver distinctive goods and services that influence the motives and rewards for their employees. These hypotheses are tested with evidence from the International Social Survey Programme in order to compare public and private employees in 30 nations. Public employees in 28 of the 30 nations expressed higher levels of public‐service‐oriented motives. In all of the countries, public employees were more likely to say they receive rewards in the form of perceived social impact. In most of the countries, public employees placed less importance on high income as a reward and expressed higher levels of organizational commitment. The findings presented here add to previous evidence that public employees seek and attain more altruistic and public‐service‐oriented rewards than private sector employees. In particular, we add evidence that these differences hold in many different nations and cultural contexts. Compensation and incentive system reforms in many governments have often concentrated on financial incentives and streamlining procedures for discipline and removal. Such matters are important but should not drive out concerns with showing public employees the impact of their work on the well‐being of others and on the community and society. Leaders and managers should invest in incentive systems that emphasize such motives and rewards. Leaders and managers should invest in the use of altruistic and socially beneficial motives and rewards in recruiting systems.

Family-friendly policies and culture are important components of creating a healthy work environment and are positively related to work outcomes for public employees and organizations. Furthermore, family-friendly policies and culture are critical mechanisms for supporting the careers and advancement of women in public service and enhancing gender equity in public sector employment. While both policies and culture can facilitate women’s participation in the public sector workforce, they may affect men and women differently. Using data from a 2011 study with a nationwide sample of state government employees, we investigate the effects of employee take-up of leave policies, employer supported access to child care, alternative work scheduling, and a culture of family support on work–life balance (WLB). We examine where these variables differ in their effects on WLB among men and women and make specific recommendations to further WLB among women. The results inform the literature on family-friendly policies and culture in public organizations.

Other social science fields are increasingly conducting research using Amazon's Mechanical Turk (MTurk)-an online crowdsourcing platform-but how might MTurk be useful to public administration and management research? This article provides an introduction of the platform and considers both the opportunities and limitations for using MTurk in public administration and management scholarship. We find that MTurk might be relevant for examining particular types of research questions. We identify five areas where MTurk data may complement and enhance public administration and management research: (1) exploratory analyses and survey construction; (2) measurement refinement of latent constructs; (3) survey experiments; (4) longitudinal research and data collection; and (5) collection of data from citizens. The article emphasizes how a key requisite conditions both the applicability of MTurk data and the validity of MTurk-based findings: The researcher must understand the boundaries and potential of the platform since the issues related to representativeness, participation, and data quality are nontrivial.

Many public welfare programs give public employees discretionary authority to dispense sanctions when clients do not follow or comply with the policies and procedures required for receiving welfare benefits. Yet research also shows that public employees' use of discretion in decision making that affects clients can occasionally be marked by racial biases and disparities. Drawing on the Racial Classification Model (RCM) for a theoretical model, this article examines how client ethnicity shapes public employees' decisions to sanction clients. Using Danish employment agencies as our empirical setting, we present findings from two complementary studies. Study 1 uses nationwide administrative data. Examining sanctioning activity at the employment agency-level, we find that agencies with a larger percentage of clients being non-Western immigrants or their descendants impose a greater overall number of sanctions and dispense them with greater frequency. Study 2 uses survey experimental data to build on this finding. Addressing concerns about internal validity and a need for analyses at the individual employee-level, we present survey experimental evidence that employment agency caseworkers are more likely to recommend sanctions for ethnic minority (Middle-Eastern origin) clients than for ethnic majority (Danish origin) clients. Moreover, we investigate how three caseworker characteristics-ethnicity, gender, and work experience-condition the relationship between client ethnicity and caseworkers' decisions to sanction clients. While we find no moderation effects for ethnicity or gender, work experience appears to diminish the influence of client

Appraisals of public employees are important for a host of reasons, and particularly so with the increasing emphasis on pay-for-performance systems and performance-based management in the public sector. However, managerial appraisals of employees can be somewhat subjective and our understanding of the appraisal process in the public sector is largely U.S.-centric. In this study, we explore whether characteristics of managers, like a rater's public service motivation (PSM), affect appraisal outcomes for their subordinates. Using a mixed experimental design, we analyze these dynamics in a non-U.S. context with MBA and MPA students enrolled in one of Korea's top universities. We find that rater PSM moderates the influence of both task and non-task behavior on an employee's performance appraisal.