Encouraging bureaucrats to report corruption: human resource management and whistleblowing

Cooper, Christopher A.

doi:10.1080/23276665.2021.1894955

Cited by 9 publications

(7 citation statements)

References 63 publications

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“…These two variables are country‐level aggregated measures of two dimensions of Weberian bureaucracy focusing on the personnel system. These two measures, including with slight modifications, have been widely used in previous studies (Cooper, 2022; Cronert, 2022; Dahlström et al., 2012). Politicization measures the degree to which the recruitment and promotion systems of public officials are influenced by political interference.…”

Section: Methodsmentioning

confidence: 99%

“…The potential negative consequences of politicized administrative systems have often been discussed (Peters, 2013;Peters & Pierre, 2004). A growing number of recent empirical studies have confirmed such consequences, showing that, for example, a higher degree of political interference (or lower emphasis on meritocratic recruitment) is negatively linked with socio-economic development (Evans & Rauch, 1999;Nistotskaya et al, 2015), corruption prevention and whistleblowing (Charron et al, 2017;Cooper, 2022;Dahlström et al, 2012;Oliveros & Schuster, 2018), innovation (Lapuente & Suzuki, 2020;Suzuki & Akif Demircioglu, 2019), public service motivation (Meyer-Sahling et al, 2021), job satisfaction and organizational commitment (Kim et al, 2021), and regulatory quality and entrepreneurship (Nistotskaya & Cingolani, 2016). See also Oliveira et al (2023) for a systematic review of meritocracy.…”

Section: The Politicization-turnover Intention Linkmentioning

confidence: 99%

“…The ISSP data set has been used, for example, inBullock et al (2015) andCho and Moon (2019). The QoG Expert Survey is used, for example, inCooper (2022); de Avila Gomide (2022);Mulaphong (2022);and Steinebach (2022).4 Turnover intention is measured differently across studies, with past research using one of three methods: asking if participants are currently considering quitting, if they have considered quitting in the past or plan to look for other work, or if they intend to quit within a specified time frame (e.g., six or 12 months)(Caillier, 2013;Ertürk, 2014;Jung, 2014;Wynen & Op de Beeck, 2014).5 The original professional bureaucracy index (reversed measure of politicization) inDahlström et al (2015) contains these three items and another item, "Senior public officials are recruited from within the ranks of the public sector?" However, we elected not to use this item, as we think this item is a better theoretical fit for the bureaucratic closedness index as we defined it.…”

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confidence: 99%

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Politicization, bureaucratic closedness in personnel policy, and turnover intention

Suzuki,

Hur

2023

Governance

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Previous studies have identified individual and organizational factors that influence the turnover intentions of bureaucrats. However, they have overlooked how the type of national bureaucracy influences turnover intention. Combining data sets on macro‐level bureaucratic structures and individual civil servants, we examine how bureaucratic politicization and closedness are associated with the turnover intentions of bureaucrats in 36 countries. Our analysis indicates that there is large cross‐national variation in turnover intention, and that bureaucratic structures matter as one of the predictors of turnover intention. Public servants working in more closed and regulated bureaucracies exhibit lower turnover intention. We also find that public servants working in more politicized bureaucracies (in which personnel decisions are made via political connections) have lower turnover intention than those working in more merit‐based systems. Such low turnover intention in politicized bureaucracies may be explained by the characteristics of patronage appointments in which public jobs are distributed based on personal or political loyalty.

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Section: Methodsmentioning

confidence: 99%

Section: The Politicization-turnover Intention Linkmentioning

confidence: 99%

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confidence: 99%

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Politicization, bureaucratic closedness in personnel policy, and turnover intention

Suzuki,

Hur

2023

Governance

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“…According to King (1999) organisational structure is related to the probability and type of whistleblowing. Miceli et al, (1991Miceli et al, ( , 2009 King (1999) and more recently Cooper (2021) found a positive relation between whistleblowing and the use of formalisation, standardisation and hierarchical communication and formal procedures. Some studies suggest a positive relationship between procedures and specific organisational policies and whistleblowing (Hassink et al, 2007;Keenan 1990;Barnett, 1992;Cassematis & Wortley, 2013).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Organizational Determinants of Whistleblowing. A Study of Italian Municipalities

Previtali

Cerchiello

2021

Public Organiz Rev

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The aim of this paper is to provide a deeper understanding of how to develop whistleblowing systems in public administrations, by focussing on the organisational variables that lead to actual reporting being made. The research is based on an empirical analysis of 400 major Italian municipalities and the whistleblowing systems they have implemented as anti-corruption measures. The results show that actual reporting is positively correlated with the presence of specific whistleblowing procedures as well as training and education programs. Anonymous reporting plays a relevant role.

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“…In recruitment, government agencies are required to carry out a transparent and competitive recruitment process to meet the needs of organizational employees (4,6). The implementation of transparent and competitive procurement is carried out to provide transparency to the public and prove the quality of the acceptance of the state civil apparatus.…”

Section: Recruitment In Government Agencymentioning

confidence: 99%

Quick Understanding Policy Implementation of Merit System in Human Resource Apparatus Management in DKI Jakarta Province

Dwiputrianti

T.L²,

T.G.

et al. 2023

KSS

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The development of human resources is one of the priority programs of the Government of Indonesia (GOI), including for Aparatur Sipil Negara (ASN) or Indonesian civil services. One way that can be done to improve the quality of ASN is by the implementation of merit-based ASN management in all Indonesian Government Agencies. There are still very few studies that discuss in depth how the policy and implementation of the ASN management merit system, especially in local governments. Moreover, this study uses a case study in DKI Jakarta Province as a local government which is also the capital of the Republic of Indonesia. This study found that the policy implementation of the merit system in the DKI Jakarta Provincial Government is still not fully implemented. Some aspects have gaps, namely career development, promotion, and rotation. Therefore, the purpose of this study is to review the policy implementation of the merit system in the DKI Jakarta Provincial Government. The research method employed in this study is the qualitative approach through interviews, Focus Group Discussions (FGD), observations, and document reviews. The results showed that there was a significant increase in the implementation of merit-based ASN management in the DKI Jakarta Provincial Government. Is can be seen from the increase in the value merit system owned by the DKI Jakarta Provincial Government. The increase is since currently, the DKI Jakarta Provincial Government has built its talent management program. Keywords: Merit system, Human resource apparatus management, Local government, DKI Jakarta Province, Indonesia

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Encouraging bureaucrats to report corruption: human resource management and whistleblowing

Cited by 9 publications

References 63 publications

Politicization, bureaucratic closedness in personnel policy, and turnover intention

Politicization, bureaucratic closedness in personnel policy, and turnover intention

Organizational Determinants of Whistleblowing. A Study of Italian Municipalities

Quick Understanding Policy Implementation of Merit System in Human Resource Apparatus Management in DKI Jakarta Province

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