OOIR: Observatory of International Research

Papers

(The TQCC of Review of Public Personnel Administration is 5. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-06-01 to 2025-06-01.)

Article	Citations
Can We Talk? An Exploratory Study of Gender and Network Ties in a Local Government Setting	39
Relationships Between Nonprofits’ Social Responsibility Structures and Employee Relations: A Multi-Level Approach	33
Book Review: Civil service systems in East and Southeast Asia	30
Putting the Humanity Back Into Public Human Resources Management: A Narrative Inquiry Analysis of Public Service in the Time of COVID-19	28
Favoritism in the Federal Workplace: Are Rules the Solution?	28
A Moderated Mediation Model on the Relationship Among Public Service Motivation (PSM), Self-Efficacy, Job Satisfaction, and Readiness for Change	27
Moving On Up? Effects of Leadership Training and Intersectoral Mobility on Women’s Advancement in Danish Public Administration Management	25
Thinking “Outside the Box” Whilst Remaining “Inside the Box”: Do Rules and Procedures Demotivate Creativity and Innovation in the Public Sector?	24
Corrigendum to “Are we innovative? Increasing perceptions of nonprofit innovation through leadership, inclusion, and commitment”	24
A Tradition of Public Service in Families	23
Cognitive Uncertainty and Employees’ Daily Innovative Work Behavior: The Moderating Role of Ambidextrous Leadership	20
The Impacts of Telework Options on Worker Outcomes in Local Government: Social Exchange and Social Exclusion Perspectives	19
Women’s Representation and Federal Employees’ Sexual Harassment Experience	17
Unbureaucratic Behavior in Times of Crisis: Rule-Breaking by Public Administrators	16
Why Is Outsourcing Good for Some Employees and Bad for Others? How Demands and Resources Moderate the Outcome	16
Examining the Influence of Transformational Leadership and Green Culture on Pro-Environmental Behaviors: Empirical Evidence From Florida City Governments	16
Pause But Not Panic: Exploring COVID-19 as a Critical Incident for Nonprofit Workers	16
The Emotional Toll of the COVID-19 Crisis on Local Government Workers	13
Improving Local Government Performance Through the Use of Contract Workers: A Case From South Korea	12
Book Review: Maternity Leave: Policy and Practice	12
Telework and Public Employees’ Attitudes Post-Pandemic: Experimental Evidence From Italy	11
Unions, Monitoring, and Deferred Compensation: Evidence From California School Districts	11
Leadership Ambition: The Gendered and Racialized Differences of Leadership Representation in Public Organizations	11
Managerial Challenges of Emotional Labor Disruption: The COVID-19 Crisis in Mexico	10
Take (part) or Toss? Applying a Job Demands-Resources Lens to Public Leaders’ Motivation to Engage in Leader Training	9

Do Motivated Public Servants Behave More Ethically?	9
When Destruction is the Goal	9
Increasing Street-Level Bureaucrats’ Well-Being in Times of Crisis: A Survey Experiment With Two Social Belonging Interventions	8
Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery	7
Influence of Transactional Leadership, Transformational Leadership, and Leader Feedback on Reward Fairness, Organization Citizenship Behavior, and Job Satisfaction	7
Coping With, Or Recovering From COVID-19 Related Red Tape? Comparing Public Servants’ Strategies to Deal With the Health-Impairment and Demotivational Processes From Red Tape Through Well-Being on Per	7
Human Capital Drivers of Employee Intent to Innovate: The Case of Public Procurement Professionals	7
I’m Only Human: A New E-road to Advancing Social Equity Through a Humanist Approach to Mentoring in Public Service	6
Increasing the Effectiveness of Job Advertisements: How the Use of Imagery Language Impacts Perceived Organizational Attractiveness	5
Empowering Public Sector Employees With Disabilities: The Impact of DEIA Initiatives on Experience, Welfare, and Performance Confidence	5
Developing Perceived and Experienced Identity: How Leadership Training Affects Leadership Identity	5
“I Expected More From You”: The Effect of Expectation-Disconfirmation on Employees’ Satisfaction With Supervisory Support	5
Workplace Disruption in the Public Sector and HRM Practices to Enhance Employee Resilience	5
Ties With Benefits: Relationship Between Relational Multiplexity, Gender, and Work-Life Balance	5
Joining in With Leadership? A Survey of Leadership Behaviour and Identity of Non-Managerial Employees in Public Organizations	5