Public managers across countries are faced with challenges of attracting and retaining high‐quality employees in the context of widespread financial constraints and increasing inter‐sectoral competition. These changing circumstances have reinforced the need to enhance public employees' affective organizational commitment, which is related to important outcomes such as employees' performance and retention. However, we know little about the factors that can positively influence affective organizational commitment in a cross‐national context. This study applies a cross‐national comparative approach using data from four US states (Oregon, Florida, Washington, and Utah) and India to examine the factors influencing affective organizational commitment. We focus mainly on the effects of job satisfaction, which is considered to be the most important antecedent of affective organizational commitment. Our findings indicate that, in both countries' contexts, job satisfaction has a significant positive impact on affective organizational commitment. We also examine the US–India differences in the levels of affective organizational commitment. Findings indicate that, compared to the four US states of Oregon, Florida, Washington, and Utah, affective organizational commitment is significantly higher among Indian public managers.

People with disabilities have experienced a long history of prejudice and disenfranchisement. Negative attitudes and stigmas continue to act as barriers to employment and career success of individuals with disabilities. However, diversity and inclusion of people with disabilities is an under-researched area in public administration. This study contributes to the literature by examining the turnover intentions of federal employees with disabilities as compared to employees without disabilities. In addition, this study investigates the moderating effects of inclusive organizational practices (i.e., organizational fairness, empowerment, openness, supportiveness, and cooperativeness) in lowering the turnover intentions of federal employees, and particularly, for employees with disabilities. Findings of this study indicate, as compared to employees without disabilities, the odds of demonstrating an intention to leave their current organization are significantly higher for employees with disabilities. While other inclusion practices did not have the expected effects, organizational fairness was found to be a key factor mitigating the negative relationship between employee’s disability status and turnover intentions.

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The federal government utilizes diversity management and inclusive organizational practices as principal strategies to achieve higher retention of diverse employees. Child care programs are one of the most important diversity management initiatives to enhance employees’ work–life balance and achieve higher retention. However, existing literature suggests that due to gender norms, child care responsibilities and child care programs have different implications for mothers-in-workforce as compared with fathers-in-workforce. Therefore, using 2010 to 2015 federal agency-level longitudinal panel analysis, this study, focuses on a gender-based examination of the effect of satisfaction with child care programs on the retention of male and female federal employees. Also examined is the moderating effect of organizational inclusion on the relationship between satisfaction with child care programs and employee retention. Findings suggest that structural provisions such as satisfactory child care programs are not adequate in enhancing retention of either male or female employees. Satisfaction with child care programs is less likely to increase retention of female employees than male employees. However, as compared with male employees, female employees are more likely to be retained when satisfactory child care programs are combined with inclusive organizational practices. The article discusses implications of these findings for public strategic human resources management, diversity management and inclusion practices, and gender equity.

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