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process, many studies have investigated the determinants of bureaucratic behavior. one intriguing set of findings suggests that behavior is linked to bureaucrats� views of themselves as government officials and their views of the people who they serve. despite the importance of workers� perceptions, we have little understanding about how bureaucrats develop psychologically. from a theoretical perspective, workers� views may be associated with extraorganization influences (like their personalities and preorganization experiences) or organization influences (like training, peers, and culture). however, few studies have examined how workers develop during organization socialization, so it is difficult to disentangle the impact of these various influences. this article improves our understanding of bureaucratic psychology by studying how police officers and welfare caseworkers develop their default rule-following identities: the typical rule-following selves that bureaucrats project during interactions with citizens. this article's findings show change and continuity during socialization: though many workers shifted their default rule-following identities, and some organization influences were associated with the identities that workers developed, they remained tethered to their entering rule-following expectations. the article concludes by discussing the theoretical implications of these findings for our understanding of bureaucrats as well as the practical implications for how public organizations recruit and manage their workforces. 2. title: working with the state: exploring interagency collaboration within a federalist system authors: megan mullin anddorothy m. daley abstract: in an era of devolution, collaboration between state and local institutions could be an effective tool for state governments to capitalize on local knowledge and respect local autonomy, while maintaining consistent standards and enforcement. however, the benefits to local agencies are less clear. local agency personnel may have goals that diverge from their state counterparts and significant constraints on their resources, forcing them to consider the opportunity costs of collaboration. this article examines the determinants of subnational vertical collaboration in two settings: nested institutions with parallel missions and institutions with separate, but overlapping, missions. augmenting an original survey of local public health departments in wisconsin with data from other sources, we simultaneously estimate models predicting local cooperation with state agencies within and across issue boundaries. our analysis indicates that management techniques, particularly performance evaluations that are tied to collaborative efforts, are the strongest determinant of collaboration across levels of government. we also find that political context facilitates vertical collaboration across nonnested institutions. within nested institutions, local agencies are more likely to work with their state counterpart if they lack the capacity to act alone. 3. title: customer, partner, principal: local government perspectives on state agency performance in georgia authors: john clayton thomas, theodore h. poister, and nevbahar ertas abstract: public agencies increasingly perform their functions in partnership with other public, nonprofit, and private sector actors, prompting growing research interest in how these collaborations function. as yet, almost no one has thought it worth asking how collaborative partners perceive each other's performance, although these perceptions may themselves constitute important measures of agency effectiveness. their determinants, in turn, could point to how agency effectiveness might be enhanced. this article examines these perceptions and their possible determinants for the partnerships between the state of georgia's department of transportation and the state's local governments. drawing from prior research on citizen satisfaction with local governments, the article proposes a preliminary theory of local government partner perceptions of state agency performance, including several principal dimensions of those perceptions�customer, partner, and overseer or principal�and hypotheses on possible determinants of those perceptions. the relevance of the dimensions and the hypotheses are then tested using data from two surveys of local government officials in georgia. a concluding section offers speculations on the meaning of these findings for thinking about public service collaborations. 4. title: personnel flexibility and red tape in public and nonprofit organizations: distinctions due to institutional and political accountability authors: mary k. feeney and hal g. rainey abstract: academics and journalists have depicted government bureaucracies as particularly subject to administrative constraints, including the infamous red tape and personnel rules that sharply constrain pay, promotion, and dismissal and weaken their relations to performance. research on these topics has often focused on public organizations alone or on comparisons of public and private organizations. the analysis reported here extends this research to include nonprofit organizations. certain theoretical perspectives would predict sharp differences between public and nonprofit organizations, whereas others would predict no differences. using survey data from managerial-level respondents in state government and nonprofit organizations in georgia and illinois, this analysis compares perceptions of red tape and personnel rule constraints in public and nonprofit organizations. we investigate whether or not public and nonprofit respondents differ in their perceptions about levels of organizational red tape and about whether formal rules enable or constrain managers in promoting and rewarding good employees and removing poor performers. the results indicate sharp public and nonprofit differences, with public managers reporting higher perceived organizational red tape and lower levels of personnel flexibility. in addition to public and nonprofit comparisons, the analysis takes into account other factors that might influence public and nonprofit managers� perceptions of red tape and personnel flexibility in their organizations, including individual motivations to choose the job, the respondent's state (georgia or illinois), and others. 5. title: administrative exclusion: organizations and the hidden costs of welfare claiming authors: evelyn z. brodkin and malay majmundar abstract: organizations operate as the gateway to public benefits. they are formally authorized to adjudicate claims, in the process interpreting and applying eligibility rules. beyond their designated role, they also operate as informal gatekeepers, developing modes of operation that affect the ease or difficulty of claiming. operational practices�both formally prescribed and informally created�can add hidden costs to claiming to the extent that they are complicated, confusing, or cumbersome. individuals implicitly recognize these costs when they complain of being �tied up in red tape� or given the �bureaucratic run around.� this inquiry examines whether these types of hidden organizational costs can have systematic effects, resulting in administrative exclusion�that is, nonparticipation attributable to organizational factors rather than claimant preferences or eligibility status. 6. title: the big question for performance management: why do managers use performance information? authors: donald p. moynihan and sanjay k. pandey abstract: this article proposes that understanding public employee use of performance information is perhaps the most pressing challenge for scholarship on performance management. governments have devoted extraordinary effort in creating performance data, wagering that it will be used to improve governance, but there is much we do not know about the factors associated with the use of that information. this article examines the antecedents of self-reported performance information use from a survey of local government managers. the results show that public service motivation, leadership role, information availability, organizational culture, and administrative flexibility all affect performance information use. 7. title: what drives the implementation of diversity management programs? evidence from public organizations authors: david w. pitts, alisa k. hicklin, daniel p. hawes, and erin melton abstract: as the diversity of the us workforce continues to increase at a rapid pace, public managers are facing pressure to create organizational cultures that permit employees from different backgrounds to succeed. a typical managerial response to this diversity has been the implementation of a formal diversity management program. although limited empirical research has considered links between diversity management activity and organizational performance, very little research has examined the factors that influence the implementation of diversity management practices. this article begins with the premise that organizations develop diversity management programs as a means of responding to opportunities and challenges in the internal and external environments. in order to delineate how those environmental phenomena operate, we draw from a specific set of organization theories to formulate three drivers of diversity management implementation: environmental uncertainty, environmental favorability, and institutional isomorphism. we test these drivers empirically using data from public schools, finding that elements of all three forces influence diversity management implementation but in different ways and in varying degrees.      56=?ghjmnqstuw`���μ�������zf^qc5h�mlh�f�5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( h 2e5�cjojqj^jajo(h 2e5�cjojqj^jaj h5�cjojqj^jajo( h�f�5�cjojqj^jajo(#h�"�h�"�5�cjojqj^jaj h�e�5�cjojqj^jajo( 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