Designing Administrative Reforms for Maintaining Trust

Klemsdal, Lars; Kjekshus, Lars Erik

doi:10.1080/01900692.2019.1694540

Cited by 11 publications

(7 citation statements)

References 41 publications

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“…At the strategic level, the complexity has been managed by reforming the governance structure, with specialized sections for different functions, such as processing disbursements and designing and implementing policy measures to support service users returning to work. However, at the operational level the integrated service interface of local one-stop shops must cope with the diverse expectations of local stakeholders and government requirements (Breit et al, 2018; Fossestøl et al, 2015; Klemsdal and Kjekshus, 2019). For instance, frontline professionals in local NAV branches must apply the extensive new policy measures specified by the central NAV administration and the Ministry of Labour and Social Affairs (Høiland, 2018).…”

Section: Research Setting Design and Methodologymentioning

confidence: 99%

Organizing professional work and services through institutional complexity – how institutional logics and differences in organizational roles matter

Høiland

Klemsdal

2020

Human Relations

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How is the complexity of contemporary professional work and services organized differently by management at the strategic level and professionals at the operational level? And what are the implications for managing this complexity? Drawing on literatures on institutional complexity, organizational roles and the analyses of case study data from interviews, observations and documents at a large public service provider in Norway, this article advances the understanding of management in complex organizations and makes the following three contributions to the institutional logics literature. First, we show how multiple institutional logics have different functions at strategic and operational levels, resembling a dynamic interplay in organizing professional work and services. Second, we show how these differences in handling multiple logics are contingent upon the different roles of the strategic managers and operational professionals. Finally, we advance the understanding of what institutional complexity may involve in organizations by disclosing how the significant conflicts stem not only from the presence of multiple logics, but also from differences within the organizations in how multiple logics are handled. Our findings have implications for the planning and management of organizational design and implementation strategies and demonstrate the utility of the institutional complexity perspective for managing complexity in contemporary organizations.

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Section: Research Setting Design and Methodologymentioning

confidence: 99%

Organizing professional work and services through institutional complexity – how institutional logics and differences in organizational roles matter

Høiland

Klemsdal

2020

Human Relations

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“…Firstly, employees' perception of fairness of performance appraisal procedures within their institution can increase their faith in the performance appraisal regime, thereby resulting in increased commitment to their organisations or jobs (Sweeney and McFarlin, 1993). However, if the procedures are unfair and strict performance monitoring procedures are used to control the autonomy of subordinates, it affects the level of trust (Falk and Kosfeld, 2006;Klemsdal and Kjekshus, 2021). This can make them feel that they have been unfairly EJTD 47,1/2 limited in deciding ways they think will be proper for achieving their assigned work and this feeling may lead to low commitment amongst the workers towards the organisation.…”

Section: Hypothesesmentioning

confidence: 99%

Performance appraisal justice and work attitudes of health-care workers in Ghana

Brefo-Manuh

Anlesinya

2021

EJTD

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Purpose While the extant literature has mainly examined either organisational justice or performance appraisal on employee attitudes, studies assessing the effect of performance appraisal justice (PAJ) on employee work attitudes are very limited. Hence, this study aims to investigate the effects of PAJ on employee work attitudes (job satisfaction and employee commitment) using empirical insights from health-care workers in Ghana. Design/methodology/approach The study collected data from 302 workers in six selected health-care institutions and used multiple regression and bootstrapping mediation methods for the analyses. Findings This study found that interpersonal and procedural PAJ has significant positive effects on job satisfaction, but distributive PAJ showed an insignificant positive outcome. Then, while distributive and procedural PAJ has significant positive effects on employee commitment, interpersonal PAJ was insignificant. Moreover, job satisfaction significantly mediated the relationship between employee commitment and the three dimensions of PAJ. Practical implications This implies that PAJ can trigger positive employee work attitudes such as job satisfaction and commitment to facilitate the realisation of positive health-care outcomes if fairness and justice are effectively integrated into performance appraisal practices in health-care institutions. Originality/value The study contributes to extending organisation and human resource theories in the context of health-care services by applying the organisational justice theory to understand the job attitudes of workers in the health-care sector and institutions: a highly under-research context with respect to the topic.

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“…This would suggest that a degree of trust among co‐workers is necessary to build the type of shared thinking necessary to deal with ambiguity collectively. Integrating observations about ambiguity with work on these types of innovations has significant potential to expand the theoretical underpinnings of how to build trust within agencies as well as why trust is imperative when implementing administrative reforms, particularly when facing crises and/or wicked problems (e.g., Ansell et al, 2021; Klemdsal & Kjekshus, 2021).…”

Section: Discussionmentioning

confidence: 99%

Strategies for dealing with policy ambiguities

Fowler¹

2022

Public Administration

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Ambiguities often weave through policies, leading to conflict and confusion over the intents and purpose of said policy and how it may manifest in any specific instance. Given that policy management is a core function for most public service agencies, the challenges here are almost universally experienced as public servants balance the political, legal, and technical requirements of policies against their functionality in practice. To this end, the authors use a grounded theory approach to identify themes in how practitioners cope with policy ambiguities. Relying on data from program evaluation reports and interviews with practitioners, the authors triangulate five themes: interpretation as a collaborative endeavor, teach people how to think, processes simplify and guide, consistency comes from horizontal communication, and policy interpretation evolve. Conclusions argue that ambiguity is a key theoretical and practical challenge that impacts the quality and character of democratic governance.

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Designing Administrative Reforms for Maintaining Trust

Cited by 11 publications

References 41 publications

Organizing professional work and services through institutional complexity – how institutional logics and differences in organizational roles matter

Organizing professional work and services through institutional complexity – how institutional logics and differences in organizational roles matter

Performance appraisal justice and work attitudes of health-care workers in Ghana

Strategies for dealing with policy ambiguities

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