2017
DOI: 10.1111/padm.12357
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Abstract: How frontline employees cope with perceived work pressure may be of direct influence on policy outcomes. This study contributes to the street‐level bureaucracy literature in several ways. First, we study both passive client‐oriented and active system‐oriented coping. Second, we analyse how these coping behaviours relate to work pressure and work autonomy. Finally, this article analyses whether these relationships are conditioned by the performance regime. Using a unique set‐up of hospital employees (n = 979) w… Show more

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Cited by 21 publications
(13 citation statements)
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“…Similarly, other research suggests that the implementation of accountability measures in public organizations may have further incentivized creaming among caseworkers (Soss, Fording, and Schram 2011). Also, van Loon and Jakobsen (2017) show that higher levels of perceived work pressure correlates with higher levels of client‐oriented coping behavior. Although creaming may serve instrumental purposes that are “necessary to maintain the organization, even though the procedures may be contrary to agency policy” (Lipsky 1980, 19), it often entails that the strongest clients are prioritized at the expense of the weaker clients—those who are less likely to succeed.…”
Section: Theorymentioning
confidence: 99%
“…Similarly, other research suggests that the implementation of accountability measures in public organizations may have further incentivized creaming among caseworkers (Soss, Fording, and Schram 2011). Also, van Loon and Jakobsen (2017) show that higher levels of perceived work pressure correlates with higher levels of client‐oriented coping behavior. Although creaming may serve instrumental purposes that are “necessary to maintain the organization, even though the procedures may be contrary to agency policy” (Lipsky 1980, 19), it often entails that the strongest clients are prioritized at the expense of the weaker clients—those who are less likely to succeed.…”
Section: Theorymentioning
confidence: 99%
“…The importance of organizational culture is a significant finding. For long, the literature on frontline professionals has focused on understanding how education, occupational norms, interaction with citizens, work pressure, and autonomy shape their behavior (e.g., Evans, 2011;Maynard-Moody & Musheno, 2003;van Loon & Jakobsen, 2018). The implications of the findings are the focus of this discussion, which specifically targets what the study adds to our understanding of the behavior of frontline professionals, how the findings matter to organizational learning, and finally, how the findings are situated in the broader public administration literature.…”
Section: Discussionmentioning
confidence: 99%
“…Early in his work, Lipsky suggested ideal types of coping that were further tested and expanded by scholars throughout the years (Tummers et al, 2015; Winter, 2003). Examples of well-known coping mechanisms include rationing, whereby public goods and services are distributed differentially (e.g., Baviskar & Winter, 2017; van Loon & Jakobsen, 2017); cherry-picking and the prioritization of clients who seem worthier (e.g., Smith & Donovan, 2003; Vedung, 2015); and routinization to manage the mass processing of tasks and clients (e.g., Silbey, 1980; Thorén, 2008). Some rule-bending or breaking practices can be understood as situational coping.…”
Section: Coping Mechanisms At the Frontlinementioning
confidence: 99%