dc.contributor.author	Rabinowitz, Geoff
dc.coverage.spatial	Australia, United States	en_US
dc.date.accessioned	2021-10-28T16:55:21Z
dc.date.available	2021-10-28T16:55:21Z
dc.date.issued	2021-12
dc.identifier.other	28BF6F38-66D6-40B3-439D-A9E013373E10	en_US
dc.identifier.uri	https://hdl.handle.net/10428/5081
dc.description.abstract	This research will discuss the moderating and mitigating effects on employee job satisfaction and employee engagement for employees with public service motivation (PSM) characteristics from the impact of the perceived distance from policy developers and policy implementers. Specifically, the employees of federal agencies in Australia and the United States are assessed for this research. Data for this research will be obtained from the results of existing longitudinal employee surveys. The use of data sets, both from a Westminster parliamentary based systems and the U.S. representative democracy system, will help to increase the level of validation and model applicability. Aspects of the organizational structure, including fit and culture, are assessed as a combined independent variable. Agency structure is being studied through a lens of employee perception, which provides the framework for job satisfaction and engagement. PSM is evaluated through certain human resource management (HRM) practices which, in turn, act as antecedents. The outcome of this research is important, as it will provide governments with a better understanding of how their organizational structure affects employee job satisfaction and employee engagement for employees that demonstrate PSM characteristics. Further, the use of HRM actions as PSM antecedents will allow for a more efficient analysis of PSM congruence. In turn, this will allow for a more insightful design of the organizational structure, better hiring protocols, and employee retention. Keywords: PSM, Public Service Motivation, Decision making, Employee engagement, Job satisfaction, Motivation	en_US
dc.description.tableofcontents	Chapter I: INTRODUCTION 1 -- Chapter II: REVIEW OF LITERATURE 8 -- Motivational Theories 8 -- New Public Management 25 -- Job Satisfaction and Employee Engagement 27 -- Organizational Structure, Culture, and Fit 34 -- Australia and the United States 54 -- Chapter III: METHODOLOGY 60 -- Overview 60 -- Survey Instruments and Data Preparation 64 -- Hypotheses and Analytical Approach 72 -- Chapter IV: RESULTS 74 -- Summary Statistics 74 -- Correlation 76 -- Regression Analysis 79 -- T-tests 80 -- Exploratory Factor Analysis 80 -- Simple Path Analysis 82 -- Hypotheses Results 84 -- Chapter V: DISCUSSION 86 -- Statistical Insights 86 -- Significant Findings 98 -- Consideration of Findings in Light of Current Research 101 -- Implications of This Study 103 -- Limitations of This Study 106 -- Recommendations for Further Research 108 -- Conclusion 110 -- REFERENCES 114 -- APPENDIX A: Institutional Review Board Exemption 133 -- APPENDIX B: FEVS Survey Instrument 135 -- APPENDIX C: FEVS Agency Response Rates 146 -- APPENDIX D: FEVS Survey Change 151 -- APPENDIX E: APS Survey Instrument 154 -- APPENDIX F: FEVS and APS Coding 192 -- APPENDIX G: Tables (20-29) 197	en_US
dc.format.extent	1 electronic document, 222 pages. 5440776 bytes.	en_US
dc.format.mimetype	application/pdf	en_US
dc.language.iso	en_US	en_US
dc.rights	This dissertation is protected by the Copyright Laws of the United States (Public Law 94-553, revised in 1976). Consistent with fair use as defined in the Copyright Laws, brief quotations from this material are allowed with proper acknowledgement. Use of the materials for financial gain with the author's expressed written permissions is not allowed.	en_US
dc.subject	Dissertations, Academic--United States	en_US
dc.subject	Decision making	en_US
dc.subject	Employee motivation	en_US
dc.subject	Job satisfaction	en_US
dc.subject	Public administration	en_US
dc.title	Perceived Proximity to Decision-Making Within Organizational Hierarchy: How Public Service Motivation Moderates Its Effect on Employee Job Satisfaction and Engagement of Federal Agencies in Australia and the United States	en_US
dc.type	Dissertation	en_US
dc.contributor.department	Department of Political Science of the College of Humanities and Social Sciences	en_US
dc.description.advisor	Fowler, Luke
dc.description.committee	Breen, J. Dallas
dc.description.committee	Yehl, Sherman
dc.description.degree	D.P.A.	en_US
dc.description.major	Public Administration	en_US