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Journal of Public Administration Research and Theory Advance Access published online on February 18, 2005
Journal of Public Administration Research and Theory, doi:10.1093/jopart/mui032
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© The Author 2005. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved. For permissions, please e-mail: journals.permissions@oupjournals.org.

Article

Representative Bureaucracy, Organizational Strategy, and Public Service Performance: An Empirical Analysis of English Local Government

Rhys Andrews 1*, George A. Boyne 1, Kenneth J. Meier 2, Laurence J. O'Toole Jr.3, and Richard M. Walker 4

1 Cardiff University
2 Texas A&M University and Cardiff University
3 University of Georgia
4 University of Hong Kong and Cardiff University

* To whom correspondence should be addressed.
Rhys Andrews, E-mail: andrewsr{at}cardiff.ac.uk


  Abstract

The theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on organizational strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of organizational strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector strategy are able to mitigate this negative relationship.


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