Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison
Formalization has long been regarded as one of the most distinctive features of the public sector. Personnel systems in the public sector are particularly formalized due to merit system protections and strong due process requirements. In much of the contemporary public management literature, personn...
| Main Authors: | , |
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| Format: | Journal Article |
| Language: | English |
| Published: |
2016
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| Online Access: | https://hdl.handle.net/10356/80622 http://hdl.handle.net/10220/40579 |
| _version_ | 1824454478445674496 |
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| author | Chen, Chung-An Rainey, Hal G. |
| author2 | School of Humanities and Social Sciences |
| author_facet | School of Humanities and Social Sciences Chen, Chung-An Rainey, Hal G. |
| author_sort | Chen, Chung-An |
| collection | NTU |
| description | Formalization has long been regarded as one of the most distinctive features of the public sector. Personnel systems in the public sector are particularly formalized due to merit system protections and strong due process requirements. In much of the contemporary public management literature, personnel formalization implies red tape, referring to excessive rules that bring negative outcomes such as employee frustration. The present study offers an alternative view, suggesting that personnel formalization results in high-performance work practices, particularly teamwork, by ensuring that organizations attract the right employees and provide employees with various protections such as worker safety, procedural justice and conflict resolution. Given that public organizations are structured more formally, public sector employees are more likely to work in teams than their peers in the private sector. The authors test this view by using variables from the National Organization Survey (NOS) data set and find strong statistical support. Therefore, personnel formalization is not necessarily equivalent to red tape and not always detrimental to the public sector. It enhances teamwork, a central element of high-performance work practices. |
| first_indexed | 2025-02-19T03:22:57Z |
| format | Journal Article |
| id | ntu-10356/80622 |
| institution | Nanyang Technological University |
| language | English |
| last_indexed | 2025-02-19T03:22:57Z |
| publishDate | 2016 |
| record_format | dspace |
| spelling | ntu-10356/806222020-03-07T12:10:37Z Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison Chen, Chung-An Rainey, Hal G. School of Humanities and Social Sciences formal rules personnel formalization teamwork public-private comparison Formalization has long been regarded as one of the most distinctive features of the public sector. Personnel systems in the public sector are particularly formalized due to merit system protections and strong due process requirements. In much of the contemporary public management literature, personnel formalization implies red tape, referring to excessive rules that bring negative outcomes such as employee frustration. The present study offers an alternative view, suggesting that personnel formalization results in high-performance work practices, particularly teamwork, by ensuring that organizations attract the right employees and provide employees with various protections such as worker safety, procedural justice and conflict resolution. Given that public organizations are structured more formally, public sector employees are more likely to work in teams than their peers in the private sector. The authors test this view by using variables from the National Organization Survey (NOS) data set and find strong statistical support. Therefore, personnel formalization is not necessarily equivalent to red tape and not always detrimental to the public sector. It enhances teamwork, a central element of high-performance work practices. Accepted version 2016-05-27T08:29:46Z 2019-12-06T13:53:23Z 2016-05-27T08:29:46Z 2019-12-06T13:53:23Z 2013 Journal Article Chen, C.-A. & Rainey, H. G. (2013). Personnel Formalization and the Enhancement of Teamwork: A Study of Public-Private Comparison. Public Management Review, 16(7), 945-968. 1471-9037 https://hdl.handle.net/10356/80622 http://hdl.handle.net/10220/40579 10.1080/14719037.2013.770057 en Public Management Review © 2013 Taylor & Francis. This is the author created version of a work that has been peer reviewed and accepted for publication by Public Management Review, Taylor & Francis. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document. The published version is available at: [http://dx.doi.org/10.1080/14719037.2013.770057]. 34 p. application/pdf |
| spellingShingle | formal rules personnel formalization teamwork public-private comparison Chen, Chung-An Rainey, Hal G. Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison |
| title | Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison |
| title_full | Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison |
| title_fullStr | Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison |
| title_full_unstemmed | Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison |
| title_short | Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison |
| title_sort | personnel formalization and the enhancement of teamwork a public private comparison |
| topic | formal rules personnel formalization teamwork public-private comparison |
| url | https://hdl.handle.net/10356/80622 http://hdl.handle.net/10220/40579 |
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