Telework and public employees’ attitudes post-pandemic: experimental evidence from Italy

Alberto Perego¹, Paolo BELARDINELLI²

1: Independent Researcher; 2: Indiana University, United States of America

Context and people management over time: Temporal dynamics in leadership, national working hour regulation and teacher motivation

Ane-Kathrine Lundberg Hansen, Lotte Bøgh Andersen

Aarhus University, Denmark

Does hybrid leadership stimulate public sector workers’ well-being and performance? Evidence from a field experiment

Jasmijn VAN HARTEN¹, Eva KNIES¹, Lode DE WAELE¹, Floris SMIT¹, Eleonore SMALLE²

1: Utrecht University, The Netherlands; 2: Tilburg University, The Netherlands

What makes an attractive job in the public sector in the post-Covid era? Insights from young German public sector professionals

Nicolas DRATHSCHMIDT, Isabella PROELLER, Jakob KÜHLER, Jan Paul ADAM, Daniela GROßMANN

University of Potsdam, Germany

Descriptive and Prescriptive Symbolic Representation in Public Sector Recruiting

Martin SIEVERT

Leiden Universiteit, The Netherlands

Exploring Job Switching Motives and Employer Attractiveness: A Comparative Analysis of Sector Switchers and Non-Switchers

Adrian RITZ¹, Kristina S. WEISSMUELLER², Samir GOMZJURADO¹

1: Bern University, Switzerland; 2: Vrije Universiteit Amsterdam, The Netherlands

‘Carrying Along’ and ‘Putting Through’ Recruits: Task-Based Socialization in Nigeria’s and Ghana’s Civil Services

Aung HEIN

University of Oxford, United Kingdom

The Relevance of Gendered Language in Public Sector Job Advertisements for Recruiting Processes and Outcomes

Martin SIEVERT¹, Dominik Vogel², Matthias Döring³

1: Leiden Universiteit, The Netherlands; 2: University of Hamburg, Germany; 3: University of Southern Denmark, Denmark

Should I Stay or Should I Go ? A double-randomized survey experiment to assess the mediation effect of basic psychological need satisfaction in the relationship between leadership style and employee retention

Wouter VANDENABEELE^1,2, Elly VAN DER VLIS¹

1: Utrecht University, Netherlands; 2: KULeuven, Belgium

When supervisors and employees are (not) on the same page: do horizontal and vertical shared perceptions increase job satisfaction and team performance?

Julia PENNING DE VRIES, Eva Knies

Utrecht University, Netherlands, The

What Does It Take to Lead for Public Value? A Qualitative Investigation of the Perceived Leadership Requirements of Top-Level Political, Administrative, and Union Leaders

Laura Bundgaard, Mads Leth Jakobsen, Emily Tangsgaard

Aarhus University, Denmark

The impact of isomorphic pressures on public professionals’ preferences for organizational change: Two discrete choice experiments

Paola CANTARELLI¹, Nicola BELLE¹, Joris VAN DER VOET²

1: Sant'Anna School of Advanced Studies, Italy; 2: Leiden University

Job Content and Relations between Management and Employees in Public Organizations

David Joseph HOUSTON, Patricia K Freeland

University of Tennessee, United States of America

Does employee professionalism matter for people management? Evidence from Dutch secondary education

Renée VERMEULEN

Utrecht University, Netherlands, The

DOES BOARD HUMAN CAPITAL SHAPE MANAGERIAL TURNOVER? EVIDENCE FROM THE ITALIAN SSN

Gianluca Maistri¹, Gianluca Veronesi², Chiara Leardini¹, Enrico Zaninotto³

1: Università di Verona, Italy; 2: University of Bristol,England; 3: Università degli studi di Trento,Italy

Balancing Paradoxes. How Frontline Managers Navigate Conflicting Demands in Public Service Delivery

Emily Rose TANGSGAARD

Aarhus Universitiy, Denmark

The dark side of people management: a systematic literature review

Roos MULDER, Sandra de Kruijf, Eva Knies, Julia Penning de Vries, Jasmijn van Harten, Maria Peeters, Toon Taris

Utrecht University, Netherlands, The

Workers' Health, Safety, and Well-being in Public Administration Literature: A Scoping Review to Unify and Move Forward

Max Wursthorn¹, Jonas Widmann¹, Iris Saliterer¹, Adrian Ritz²

1: Department of Public and Nonprofit Management, University of Freiburg, Germany; 2: KPM Center for Public Management, University of Bern, Switzerland

Do you dare to break the rules? Uncertainty and prosocial rule-breaking

Bernard BERNARDS, Eduard SCHMIDT

Leiden University, Netherlands, The

The critical role of mission valence: The impact of public service motivation and psychological empowerment on organizational identification

Shaldeen Somers¹, Sebastian Desmidt¹, Kenn Meyfroodt¹, Jurgen Willems²

1: Ghent University, Belgium; 2: Vienna University of Economics and Business (WU Wien)

Separation of careers, public service motivation and unethical behavior in public bureaucracies

Guillem RIPOLL

University of Navarra, Spain

The neurobiology of public service motivation : can it contribute ?

Wouter VANDENABEELE^1,2

1: Utrecht University, Netherlands; 2: KULeuven, Belgium

How formal and real authority shape frontline professionals’ acceptance of frontline managers’ authority

Mathias ØSTERGAARD-NIELSEN

Aarhus University, Denmark

Lost in translation: Examining the influence of public managers at different hierarchical levels on professionals’ discretion in public organizations.

Marit Joline Schubad

Leiden University, Netherlands, The

Building team spirit? Unpacking the relationship between formalization of managerial authority and internal leadership team environment

Mathias Rask ØSTERGAARD-NIELSEN, Caroline Howard GRØN, Christian Bøtcher JACOBSEN

Aarhus University, Denmark