Journal of Public Administration Research and Theory Advance Access published online on January 15, 2009
Journal of Public Administration Research and Theory, doi:10.1093/jopart/mun030
| ||||||||||||||||||||||||||||||||||||||||||||||||||||
Reforming Public Management: Analyzing the Impact of Public Service Reform on Organizational and Managerial Trust
University of Texas at Dallas
University of Georgia
Address correspondence to the author at battaglio{at}msn.com.
A factor that has proved important in acceptance of organizational change is the level of organizational and managerial trust. More than 10 years since its passage, civil service reform in Georgia continues to stimulate debate regarding employment at will (EAW) relationships in the public sector. Beginning July 1996, new hires in the Georgia state workforce were designated unclassified, thus serving at the will of public managers. Indeed, the acceptance of EAW in the public workforce may depend upon employee trust in organizational leaders and their ability to act responsibly in personnel matters. Given that managerial flexibility in human resource (HR) practices is a cornerstone of these reforms, confidence in managers and their discretion over HR is critical to easing employee reservations toward EAW. Utilizing a 2006 survey assessing attitudes toward EAW among Georgia state HR professionals, the present analysis seeks to advance understanding of the impact of trust on the EAW relationship among HR professionals. Utilizing ordered logistic regression to explore this impact, we demonstrate that Georgia HR professionals are somewhat receptive to an EAW system but sour on its implementation as evidence of spoils-related activities and actions appear in the workforce. The study findings indicate that EAW systems may have a fundamental flaw in that they may undermine trusting workplace relationships necessary for effective public management.