Thursday, April 05, 2018

sector, spirituality

Public Administration and Development
Public Administration Quarterly

Tschirhart, M., Reed, K.K., Freeman, S.J., and Anker, A.L. (2008). Is the grass greener? Sector shifting and choice of sector by MPA and MBA graduates. Nonprofit and Voluntary Sector Quarterly, 37(4), 668–688.

Rose, R.P. (2013). Preferences for careers in public work: Examining the government–
nonprofit divide among undergraduates through public service motivation. American Review of Public Administration, 43(4), 416–437

White , Richard D ., Jr. , and Jeff rey D. Jeter . 2002 . Separating Church and State or Guaranteeing
Religious Expression? Review of Public Personnel Administration 22 ( 4 ): 257 – 75 .

King , Stephen M . 2000 . Toward A New Administrative Ethic: An Understanding and
Application of the Judeo-Christian Tradition to Administrative Issues . Public Integrity 2 ( 1 ): 17 – 28

Kidder , Rushworth M . 1995 . Universal Human Values: Finding an Ethical Common Ground .
Public Management 77 ( 6 ): 4 – 9

Connor, P.E., Becker, B.W., Moore, L.F. and Okubo, Y. (2006), “Public sector managerial values:
United States and Japan”, International Journal of Organizational Theory and Behavior,
Vol. 9 No. 2, pp. 147-160

Perry, James L. and Recascino Wise, Lois (1990) ‘The Motivational Bases of Public
Service’, Public Administration Review 50(3): 367–73

Baumeister, R. F.,&Leary,M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117, 497–529.

Shamir, 1991 • B. Shamir, Meaning, self and motivation in organizations, Organization Studies 12 (1991) (3), pp. 405–424

Leonard et al., 1995 • N. H. Leonard, L. Beauvais and R. W. School, A self concept-based model of work motivation, Academy of Management Best Paper Proceedings (1995), pp. 322–327.

Ellemers et al., 2004 N. Ellemers, D. De Gilder and S. Haslam, Motivating individuals and groups at work: A social identity perspective on leadership and group performance, Academy of Management Review 29 (2004), pp. 459–478.

Parker, B. and Chusmir, L. (1992). A Comparison of Men and Women Managers and Non-managers’ Perceptions of Success. Human Development Quarterly 3(1), 73-84.

Connor, P. E., & Becker, B. W. (2006). Public sector managerial values: United States and Japan. International Journal of Organizational Theory and Behavior, 9(2), 147-160.

Connor, P. E., & Becker, B. W. (2003). Personal values and decision-making styles of public managers. Public Personnel Management, (32), 155-181.

Stackman, R. W., Connor, P. E., and Becker, B. W (2005). Sectoral ethos: An investigation ofthe personal value systems of female and male managers in the public and private sectors. Iournal of Public Administration Research and Theory, I 6, 577 -597

Emmons, R. A.: 2000, ‘Is Spirituality an Intelligence? Motivation, Vognition, and the Psychology of
Ultimate Voncern’, The International Journal for the Psychology of Religion 10, 3–26.

Jurkiewicz CL, Massey JR TK, Brown RG. Motivation in public and private organizations: A comparative study. Public Productivity & Management Review. 1998; 21:230-50.

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J. Rawls, R. Ullrich & D. Nelson, "A Comparison of Managers Entering and Reentering the Profit and Nonprofit Sectors," Academy ofManagement Journal, 18 (1975): pp. 616-622;

J. Schuster "Management Compensation Policy and the Public Interest," Public Personnel
Management, 3 (1974): pp. 510-523;

M.A. Emmert & WA. Taher, "Public Sector Professionals: The Effects of Public Sector Jobs on Motivation, Job Satisfaction and Work Involvement," American Review of Public Administration, 22, 1 (1992): pp. 37-48

Cherniss & J. Kane, "Public Sector Professionals: Job Characteristics, Satisfaction, and Aspiration for
Intrinsic Fulfillment Through Work," Human Relations, 40, 3 (1987): pp. 125-136;

DM. Flynn & S.I. Tannenbaum, "Correlates of Organizational Commitment: Differences in the Public and Private Sectors," Journal of Business and Psychology, 8, 1 (1993): pp. 103-116; J

 B. Schneider, "The People Make the Place," Personnel Psychology, Autumn (1987);

GT. Gabris & G. Simo "Public Sector Motivation as an Independent Variable Affecting Career Decisions," Public Personnel Management, 24, 1 (1995): pp. 33-51;

J.L. Perry & LR. Wise, "The Motivational Bases of Public Service," Public Administration Review, May/June (1990): pp. 367-372;

J.L. Perry & L.W Porter, "Factors Affecting the Context for Motivation in Public Organizations," Academy of Management Review, 7, 1 (1992): pp. 89-98.

Rawls, J., Ullrich, R. & Nelson, D. (1975). A comparison of managers entering and
reentering the profit and nonprofit sectors. Academy of Management Journal, 18, 616-

Newstrom, J., Reif, W & Monczka, R. (1976). Motivating the public employee: Fact vs.
fiction. Public Personnel Management, 5, 167- 172.

Jurkiewicz, C.L., Massey, T K., Jr. & Brown, R.G. (1998). Motivation in public and
private organizations: A comparative study. Public Productivity & Management Review,
(231), 230-250.

Emmert, M.A. & Taher, W.A. (1992). Public sector professionals: The effects of public
sector jobs on motivation, job satisfaction and work involvement. American Review of
Public A,dministration 22 (1), 37-48

Davidson, J. C., & Caddell, D. P. (1994). Religion and the Meaning of Work. Journal for the Scientific Study of Religion, 33(2), 135-147. doi: 10.2307/1386600

The influence of age on volunteer contributions in a nonprofit organization
Journal of Organizational Behavior; J. Organiz. Behav. 29, 311–333 (2008)
information about the characteristics of nonprofit and volunteer

attraction-selection-retention (ASA) effects (Schneider, 1987), which suggests
that individuals seek work that tends to fit their abilities and satisfy their needs, and also by the
simple notion that individuals fitting the job poorly are less likely to remain in that job for long periods of time.
Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437–454.

Goulet L, Frank ML. Organizational commitment across three sectors: Public, non-profit, and for-profit. Public Pers Manage 2002;31:201-11.

Young-joo Lee, Meghna Sabharwal. 2016. Education–Job Match, Salary, and Job Satisfaction Across
the Public,, Non-Profit, and For-Profit Sectors: Survey of recent college graduates. Public Management Review 18:1, 40-64.

This self-transcending quality of human existence is ignored and
neglected by those motivational theories which are based on the
homeostasis principle. According to these theories man is basically
concerned with maintaining, or restoring, an inner equilibrium and
to this end with reducing tensions. In the final analysis, this is also
Frankl, V. E. (1966). Self-Transcendence as a Human Phenomenon. Journal of Humanistic Psychology, 6(2), 97-106

George, L. K. (1998). Self and Identity in Later Life: Protecting and Enhancing the Self. [journal article]. Journal of Aging and Identity, 3(3), 133-152.

Accounting for Social Value in Nonprofits and For‐Profits
Jack Quarter Betty Jane (B.J.) Richmond
Nonprofit Management and Leadership

The quality of employment in the nonprofit sector: An update on employee attitudes in nonprofits versus business and government
Philip H. Mirvis
Nonprofit Management and Leadership

Accounting for Social Value in Nonprofits and For‐Profits
Jack Quarter Betty Jane (B.J.) Richmond
Nonprofit Management and Leadership

A Cross-Sector Comparison of Motivation-Related Concepts in For-Profit and Not-For-Profit Service Organizations
Rein De Cooman Sara De Gieter Roland Pepermans Marc Jegers
Nonprofit and Voluntary Sector Quarterly, vol. 40, 2: pp. 296-31

Managing for Value: Organizational Strategy in for-Profit, Nonprofit, and Governmental Organizations
Mark H. Moore
Nonprofit and Voluntary Sector Quarterly, vol. 29, 1_suppl: pp. 183-204.

Worker Motivations, Job Satisfaction, and Loyalty in Public and Nonprofit Social Services
Carlo Borzaga Ermanno Tortia
Nonprofit and Voluntary Sector Quarterly, vol. 35, 2: pp. 225-248. ,

The Place of Self and Reflexivity in Third Sector Scholarship: An Exploration
Margaret Harris
Nonprofit and Voluntary Sector Quarterly, vol. 30, 4: pp. 747-760.

Taking the Employees’ Perspective Seriously: An Initial United Kingdom Cross-Sectoral Comparison
Stephen Almond Jeremy Kendall
Nonprofit and Voluntary Sector Quarterly, vol. 29, 2: pp. 205-23

Value as a Self-Sustaining Mechanism
Why Some Nonprofit Organizations Are Different From and Similar to Private and Public Organizations
Wenjue Lu Knutsen1
Nonprofit and Voluntary Sector Quarterly, vol. 42, 5: pp. 985-1005.

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