Are satisfied citizens willing to pay more? Public sector consumerism as equitable social exchange

Collins, Brian K.; Kim, Hyun Joon

doi:10.1080/09540960902768004

Cited by 10 publications

(4 citation statements)

References 23 publications

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“…Public officials are concerned about citizen satisfaction and have tried to create strategies to enhance positive citizen relationship management [1]. The 311 system is a well-known citizen relationship management tool that many local governments have adopted in the United States.…”

Section: Introductionmentioning

confidence: 99%

Citizen Relationship Management System Users’ Contact Channel Choices: Digital Approach or Call Approach?

2017

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Many municipal governments adopted 311 decades ago and have advocated access equality in citizens' use of 311. However, the role of citizens in the development and usage of 311 remains limited. Channel choices have been discussed in various types of governmental information and communication technologies (ICTs), especially when the innovative technology has just been adopted. Much has supported the idea that 311 is viewed as a method of digital civic engagement that many municipal governments adopt to maintain citizen relationship management and the capacity for government service delivery. However, we are still unclear about how citizens use it. This study applies the theory of channel expansion to examine how San Francisco residents use the 311 system, and how citizens' technology experiences impact their 311 digital contact channel choices rather than the 311 hotline contact channel choice. In addition, we discuss major issues in citizens' 311 contact choices, so that 311 municipal governments may draw lessons from the San Francisco experience.

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Section: Introductionmentioning

confidence: 99%

Citizen Relationship Management System Users’ Contact Channel Choices: Digital Approach or Call Approach?

2017

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“…The best example is the application of the American Customer Satisfaction Index framework as an indicator for citizen satisfaction (Brown, 2007;Rodríguez, Burguete, Vaughan, & Edwards, 2009;Van Ryzin, Muzzio, Immerwahr, Gulick, & Martinez, 2004;Van Ryzin, 2004a;Van Ryzin, 2004b;Van Ryzin, 2005;Van Ryzin, 2015;Vigoda-Gadot & Mizrahi, 2007). The parallel between customers and citizens even extends to the linkage between higher quality assessments and outcomes such as citizen retention , willingness-to-pay for government provision (Collins & Kim, 2009;Donahue & Miller, 2006;Simonsen & Robbins, 2003, Wilson, 1983, and trust in government (Barnes & Prior, 1996;Van de Walle & Bouckaert, 2003;Van Ryzin, 2007;Vigoda-Gadot, 2006;Yang & Holzer, 2006). In sum, adopting a citizen-customer conception considers citizen satisfaction to primarily be a function of meeting the service quality needs of citizens.…”

Section: What Makes a Satisfied Citizen?mentioning

confidence: 99%

“…Such tension is the fundamental normative justification for a politics-administration dichotomy. Yet, professional public managers may need to coalesce and leverage public dissatisfaction with quantity to motivate a greater willingness to pay for more provision of desired public amenities (Collins & Kim, 2009). Such political action may be directed toward the public at large or during the development of policies and budgets with elected officials.…”

Section: Qualitymentioning

confidence: 99%

Managing for Citizen Satisfaction: Is Good Not Enough?

Collins

Kim²,

Tao

2019

J. Public Nonprof Aff.

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Citizen satisfaction is a popular means of performance management. It underscores a common conception that citizens are customers who are concerned about the quality of public goods and services. We offer a theory that suggests the quantity of public goods and services is also important. We develop our theory based on democratic models of the public where citizens are concerned about equity and accessibility to public goods and services. Using data from two municipal surveys and Structural Equation Modeling (SEM), we test three hypotheses and find that both quality and quantity of public service provision are significant antecedents to citizen satisfaction. In our conclusion, we explain how these results call for a more complex conceptualization of the performance associated with managing for citizen satisfaction, and we recommend public managers develop and employ skills that recognize the complex consumptive and democratic attributes of citizens in a public economy.

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“…Many, it seems, expect “something for nothing” (Sears and Citrin ). Studies consistently show that support for tax increases and other financial contributions is positively associated with citizen satisfaction with existing public services (e.g., Collins and Kim ; Figlio and Kenny ; Glaser and Hildreth ; Simonsen and Robbins ). Consequently, we expect that a signal of negative school district performance indicated by AYP failure reduces voter support for proposed school levies.…”

Section: Empirical Strategymentioning

confidence: 99%

Performance Federalism and Local Democracy: Theory and Evidence from School Tax Referenda

Kogan

Lavertu

Peskowitz

2015

American J Political Sci

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Federal governments are increasingly employing empirical measures of lower-level government performance to ensure that provincial and local jurisdictions pursue national policy goals. We call this burgeoning phenomenon "performance federalism" and argue that it can distort democratic accountability in lower-level elections. We estimate the impact of a widely publicized federal indicator of local school district performance-one that we show does not allow voters to draw valid inferences about the quality of local educational institutions-on voter support for school tax levies in a U.S. state uniquely appropriate for this analysis. The results indicate that a signal of poor district performance increases the probability of levy failure, a substantively large and robust effect that disproportionately affects impoverished communities. The analysis employs a number of identification strategies and tests for multiple behavioral mechanisms to support the causal interpretation of these findings. F ederal systems around the world have evolved significantly in recent decades, with increasing interactions and sharing of responsibility between different levels of government. In tandem with these changes, reformers inspired by private-sector management practices have sought to transform administrative states from rigid, rule-bound hierarchies to flexible organizations focused on the efficient pursuit of public goals. These reforms have been motivated by a principal-agent perspective that emphasizes the delegation of authority to administrative agents and the measurement of administrative outcomes so that agents may be incentivized to pursue the objectives of political principals. Scholars have examined extensively how such "performance management" reforms are transforming public administration, but little research has focused on the unintended

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Are satisfied citizens willing to pay more? Public sector consumerism as equitable social exchange

Cited by 10 publications

References 23 publications

Citizen Relationship Management System Users’ Contact Channel Choices: Digital Approach or Call Approach?

Citizen Relationship Management System Users’ Contact Channel Choices: Digital Approach or Call Approach?

Managing for Citizen Satisfaction: Is Good Not Enough?

Performance Federalism and Local Democracy: Theory and Evidence from School Tax Referenda

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