the public sector, specifi cally, competency management, strategic human resource management, and the role of line managers in personnel matters. She is currently working on a doctoral project studying the distribution of human resource management responsibilities in the public sector and the role of line managers in effective human resource management implementation.

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Using data from the U.S. Federal Employee Viewpoint Survey, this article seeks to provide an insight in the effect of the financial and economic crisis on turnover intention within the U.S. federal government. By constructing panel data and applying a first difference estimator the effect of the crisis on turnover intention is examined, while dealing with a possible issue of endogeneity. Not only does this approach allow us to examine the effect of the crisis, but it also enables us to analyze whether the specific effect of independent variables identified by turnover literature has changed due to the crisis. Results highlight that the crisis has a negative impact on turnover intention, while the effects of pay, training, and gender on turnover intention appear to have changed.

Governments worldwide are relying on the COVID-19 vaccines as the solution for ending the coronavirus pandemic and the resulting crisis. Although scientific progress in the development of a vaccine has been astonishing, policymakers are facing an extra hurdle as increasingly more people appear to be hesitant in their intention to take such a vaccine. Based on a large Corona survey in Belgium, this study aims to explain the vaccination intention by linking it to trust in government and experts, while accounting for individuals’ risk perceptions and prosocialness.

In this article, we explore one of the key underlying mechanisms that mediates the human resource management (HRM)-performance link, namely, the (effective) HRM implementation by line managers. In particular, the purpose of our study is to compare middle and first-line managers' experiences of their human resource (HR) role and the factors explaining effective HRM implementation at each managerial level. By employing survey data of two Belgian federal government organizations, we examine the effect of a number of organizational, individual and interpersonal factors on the effectiveness of line managers in HRM implementation. Results indicate that both middle and first-line managers' HRM implementation effectiveness is related to organizational support, autonomous motivation, and coworker support. For the group of first-line managers, specifically, age and local office position are important in the execution of their HR tasks. For the group of middle managers, however, personnel red tape, length of service, and supervisory experience contribute to their HRM implementation effectiveness. As a result, an organization's HR department can create the internal organizational conditions necessary to facilitate successful HRM implementation by the line. At the same time, it is worth adapting the approach according to the different managerial levels.

Although the horizontal representation of women in the U.S. workforce has significantly increased, numerous studies have found that there is still a substantial underrepresentation of women at high-level positions. In light of this fact, this article examines differences in perceived career opportunities between men and women in the federal workforce as well as the evolution of these differences between 2006 and 2013. To do this, a heterogeneous choice model is used to examine representative samples of two waves of the U.S. federal employee viewpoint survey. We come to the finding that a difference in perceived career opportunities exists and, surprisingly, that this difference did not decrease or increase during the examined time period.

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Like many other aspects of the work environment, "innovation" is a gendered term that creates a barrier to women taking part in innovation processes and, in particular, in male-dominated and "masculine" industries. This article looks into the role of gender, as well as other potential determinants, in explaining differences in the perceived innovation climate for public sector employees. This innovation climate depicts the opportunities and support employees receive with creating, promoting, and implementing innovative ideas in the workplace. Even though the public sector is often regarded as a more "feminine" work environment, our results show that women feel less encouraged in the innovation process when compared with men. Moreover, length of service and red tape appear to have a detrimental effect on individuals' experiences of the innovation climate.