Tag Archives: Nonprofit organization

Do Public Sector Employees Volunteer More Than Private Sector Employees?

I have a confession to make right off the bat — I wrote the headline for this post specifically to counter Betteridge’s law of headlines. If you’re familiar with it, then you’ve already realized that the answer to the question posed is yes.

From the research:

The models showed that government employees volunteered more in general, and participated in a wider range of organizations. However, when the data is examined more closely, the models suggested that these initial big differences are driven primarily by volunteering in two specific types of organizations: educational institutions and political groups. As expected, having children in the household predicted involvement in educational institutions. Other factors such as education, income, health, and formal and informal connectedness explained the higher participation in other venues, but even controlling for all these factors, government employees were still significantly more likely to volunteer in educational and political institutions.

I find it interesting that even when controlling for things that we might think have be confounding, the effect still holds. More than that, though, is the sample. The researchers mention that people older than 60 were oversampled, but that they also too steps to account for this. However, it’s noteworthy that the years from which these data are pulled are quite “old.” In fact, they pulled data from 2008 and even in 2002! Of course, given limited access to data, I can understand this, but when taking this into account, I’m inclined to think that if the researchers were to duplicate the study with more recent data, they’d find an even bigger effect. Consider this:

According to an AP-GfK poll of 1,044 adults, three out of ten (29 percent) Americans under the age of 30 agreed that citizens have a “very important obligation” to volunteer, a significant increase from the 19 percent who said the same thing in a 1984 survey conducted by NORC at the University of Chicago.

There’s also the idea that millennials prefer a career that “matters” over a career solely motivated by money.

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Let’s assume for a second that public sector employees and private sector employees have the same motivations and that they’re equally likely to volunteer. This isn’t true given the research I’ve included above, but stay with me for a second. Let’s also assume that education, socioeconomic status, and all the other possible confounding variables are equal. Meaning, let’s assume that there’s no difference between a public sector employee and a private sector employee except for the number of hours they work each week. It’s no secret that working in some (many?) private sector jobs, 40-hour workweeks (or less) are the exception rather than the norm. So I wonder, maybe public sector employees volunteering more than their counterparts is a question of availability. If pubic sector employees work only 40 hours in a week, while their private sector counterparts are working 50- or 55-hour workweeks, it stands to reason that public sector employees may be more likely to volunteer simply because they have more time to volunteer. Food for thought.

ResearchBlogging.orgErtas, N. (2014). Public Service Motivation Theory and Voluntary Organizations: Do Government Employees Volunteer More? Nonprofit and Voluntary Sector Quarterly, 43 (2), 254-271 DOI: 10.1177/0899764012459254

Religion and Spirituality in the Workplace: Religion, Spirituality, and Public Administration, Part 1

It’s not secret that one of my interests is spirituality. After having been exposed to a variety of spiritual traditions when I was young, I was naturally curious about some of the other ways that these experiences percolate in the population. This is, in part, the reason that I initially chose to do my PhD in clinical psychology at a school like Sofia University. It allowed for that exploration and more importantly, it teaches its students about the importance of recognizing/allowing this exploration in patients/clients.

During one of my last couple of classes at George Mason University, I had the opportunity to take a class in Administration in Public and Nonprofit Organizations. After having completed all of the business classes for the MBA program, I found it quite interesting to think about these principles in the context of public and nonprofit organizations.

One of the papers I wrote for that class looked at something that piqued my interest during the law/ethics requirement for the MBA — spirituality and religion in public administration. I remember considering the difficulties that managers might face depending on their level of cultural intelligence in a given situation. So, today, I thought I’d start another series where I share the pieces of that paper. Let’s look at the introduction and a couple of the first sections.

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The central theme of the five articles summarized is that there is an undeniable hole in the literature of religion and public administration. Most of the articles make it clear that there is a difference between religion and spirituality, but maintain that these two concepts are very closely related. Only in Farmer (2005) was the issue of spirituality not discussed, but there were 10 suggestions for thinking about public administration in the context of religion. King (2007) attempted to adapt a model of religion-spirituality integration from the business world to public administration and offered four caveats. Houston and Cartwright (2007) found evidence in the 1998 General Social Survey (GSS) that public administrators were more spiritual than their private sector counterparts. Houston, Freeman, and Feldman (2008) also used data from the 1998 GSS and found that public servants tended to be more religious than their private sector counterparts. They also found that public servants tended to have less secular attitudes than did private sector employees. Freeman and Houston (2010) made the strongest case for studying religion and public administration through five arguments. They also used data from the 2004 GSS and found that public servants were more active in and committed to their religious communities than the general public. The results from Freeman and Houston (2010) are consistent with Houston and Cartwright (2007) in that public servants seem to have more spiritual attitudes. In addition, Freeman and Houston (2010) are also consistent with Houston, Freeman, and Feldman (2008) in that public servants are more religious and less secular. In this paper, the articles are summarized in chronological order and contrasted with each other throughout. Following the summaries is a brief discussion of some of the similarities and differences.

Farmer – Talking About Religion (2005)

The central idea from Farmer (2005) was that the literature in public administration theory has failed to adequately address religion. Farmer argued that public administration has been studied in the context of critical theory and postmodernism, but not within the context of religion. He believes that religion is part of the context of public administration and as a result, should be studied.

He submitted that talking about religion in the context of public administration is difficult and offered 10 suggestions for thinking about public administration in the context of religion: “1) It is hard to know what religion is; 2) It is hard to know whether the separation of church and state is a done deal; 3) It is hard to know how to talk about religion objectively across a religious divide; 4) It is easy to suppose that religion is implicated in the constitutive magma of our society, and also a window toward understanding the constitutive framework; 5) It is easy to suppose that religion can participate in shaping the moral landscape; 6) It is easy to suppose that religion has both an up side and a down side, and that this down side is also part of our societal dynamic; 7) It is sensible to think that PA [public administration] should emulate religious ‘best business practice’ to the extent, at least, that religion is in competition with government; 8) It is sensible to think that PA should not be indifferent to the kinds of religious activities which exist in society; 9) It is sensible to be self-revealing when discussing PA in religion, whether or not it is embarrassing; [and] 10) It is lunatic to think in rigid boxes (boxism) [sic] about PA in its religious context,” (p. 182-3).

King – Religion, Spirituality, and the Workplace (2007)

Like Farmer (2005), King (2007) emphasized the lack of study of religion and public administration. Specifically, King was interested in the influence that religion had on public administration. King began with a brief literature review showcasing the differences between religion and spirituality in the context of the workplace. The key difference being that, “spirituality is distinct from but related to religion,” (p. 104). This led into the section where King discussed various court cases in which religious and/or spiritual expression was/were implicated: workplace cases, employers’ rights, employees’ rights, and political measures. King concludes this section by stating that one of today’s challenges for public administration is determining how these two concepts (religious and spiritual expression) fit together.

This led into a discussion of a model of religion-spirituality integration that came from the business world. King attempted to reconcile the differences with public administration and raised four problems: 1) public administrators are stereotyped by the values they seek; 2) how to account for the different aspects of a public administrator’s life (e.g. family, outside world, global context, etc.); 3) professional turf wars; and 4) language. The last problem is what King saw as the most important to public administration because whenever religion/spirituality are raised, people are quick to point to the Constitution and ‘the separation of church and state.’ King argued that this happens in discussions of administrative ethics, which usually pit utilitarianism (greatest good for greatest number of people) against deontology (universal principles of right and wrong). King’s main point here was that the language used in the debate of administrative ethics has a basis in sacred religious texts.

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Note: Check back tomorrow for the next section of the paper. I’ll include the list of references in the last post in the series.

Quick Thoughts on “The Continuous Reinventing of the Machinery of Government”

I’m into the last semester of an MBA. For my last two electives, I chose courses that could serve me if I chose to be public servant or if I chose to get into the foreign service (I realize those aren’t mutually exclusive areas). My two electives are International Relations and Administration in Public and Nonprofit Organizations. The IR class is certainly challenging as I never had a political science class during my time as an undergraduate. The Public Admin. class has been really fun so far — I’m learning a lot about how the government functions (and doesn’t). I just finished reading one of the chapters for class tomorrow and I wanted to share a few excerpts and some thoughts. All excerpts come from Shafritz’s/Russel’s/Borick’s Introducing Public Administration, 8th edition, Chapter 3, “The Continuous Reinventing of the Machinery of Government.”

“More than 7 million Americans already live in such closed-off communities, and that number is expected to double over the next decade.” (p. 75)

“These new-fashioned feudalists, who are decidedly libertarian concerning the outside world, are surprisingly socialistic concerning the private, inside world of their gated min-cities.” (p.75)

This reminds of something I saw earlier this year. Glenn Beck wants to create his own city. I remember Jon Stewart doing a bit on Beck contrasting his anti-socialistic views for the outside world, but his downright socialistic tendencies when it came to being inside the walls of his city. This has a, “history repeats itself,” kind of feeling to it, doesn’t it? Not the Stewart bit on Beck, but that there’s a push (is there really?) to return to walled-off cities.

“Government entities, once established, tend to last a long time and not change easily.” (p. 79)

While understandable, it seems that there should be more innovation in the government, shouldn’t there? How can we get more innovation in the government, while carefully preserving those agencies that might quickly be lopped off before they’ve had the time to adequately effect the changes mandated of them?

“There is no federal Department of the Environment…” (p. 84)

Doesn’t this seem a bit unfortunate? Pres. Clinton tried to create this department under his administration, but — naturally — was met with opposition. I understand the fear of Big Government, but some things should transcend partisanship. The really twisted part — folks are calling for the Secretary of State to make climate change (!) his top priority! If there were a Department of the Environment, the Secretary of State could focus on other matters concerning the State. This issue seems misplaced. (Note: I should say that I still think it’s important for the Secretary of State to be concerned with climate change, but with a Department of the Environment, the issue would be more appropriately addressed.)

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There are almost 90,000 (!) governments in the United States when you include county, municipal, towns, school districts, and special districts. (p. 86)

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“Because few citizens ride horses to government offices today, it would seem to make a lot of sense to combine many counties and thus realize substantial savings from having fewer county clerks, county sheriffs, county courts, and so on. But which clerk, sheriff, or judge is going to quietly resign?” (p. 88)

This seems like a really important point. It seems to parallel a problem that is often faced in business — short-term profits vs. long-term gains. In this case, it would be taking short-term losses for long-term gains. If the government bought out those employees in areas where it were merging governments, there would likely be a substantial price tag. Although, in doing so, many (theoretically) efficiencies would be realized. Similarly, there would be a great deal of potential entrepreneurs (in those people who were just bought out). Of course, this is hastily laid out here, but it’d be an interesting proposal to have fleshed out.

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I find it odd that special districts have quadrupled since 1942 (now over 37,000), but school districts have shrunk by 90% (from 108,000 in 1942 to approximately 13,000 today). (p. 90-91)

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“Congress has never drawn — as the Brownlow Committee would have liked — a dichotomy between politics and administration.” (p. 105)

“Members thrive on bureaucratic red tape and the opportunities it creates for constituent service. This is why the ombudsman/ombudswoman movement has never gone very far in the US. This function is happily, even joyously, performed by the elected representatives. It is quite literally what their staffs spend most of their time on — because it is the key to reelection.” (p. 105)

Something’s wrong with this picture — assuming that the authors are correct in their assessment (in that this is what most members spend their time on). It reminds me of an idea I’ve heard before where those elected to Congress were only allowed 1 term (2 years) or something like it.

“To reinvent government, you must also reinvent Congress.” (p. 105)

Great idea! How do we do it?

“Privatization is almost always predicated on assumptions about public sector versus private sector efficiency and productivity rates. The burden of proof is often on public sector managers to explain why they are not inferior to private enterprise managers and why they should retain their functions in the face of private sector alternatives. Perhaps no responsibility is greater for public managers today than developing the evaluation and management assessment tools needed to assure critics that public sector programs and enterprises are being managed efficiently and effectively.” (p. 106)

This reminds me of the Project Management class I had this past Fall. The professor would often take us to the dashboards of the federal government showing us those projects that were on-time, behind schedule, under budget, over budget, etc. I wonder if this elaborate check/balance came as a result of those folks who were trying to prove that the public sector was efficient.

Maybe the burden of proof shouldn’t lie with the public sector. Maybe it should be more a of a philosophical debate. Do we think that these services should be provided by the private sector or by the public sector? And then take action from there.