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 2021-04-01 to 2025-04-01.)

Article	Citations
Relationships Between Nonprofits’ Social Responsibility Structures and Employee Relations: A Multi-Level Approach	30
Understanding Affective Commitment to Change in a Civil Service Context: The Roles of Prosocial Job Design, Organizational Identification, and Involvement Climate	28
When Perceptions of Public Service Harms the Public Servant: Predictors of Burnout and Compassion Fatigue in Government	27
Individual Resilience at the Heart of Work Design: Public Servants’ Job Satisfaction and Emotional Exhaustion in a Context of Adversity	27
Can We Talk? An Exploratory Study of Gender and Network Ties in a Local Government Setting	26
The Power of Public Service: Human Resource Management and the COVID-19 Pandemic	25
Developing Perceived and Experienced Identity: How Leadership Training Affects Leadership Identity	23
Veteran Status and Job Candidate Assessments in U.S. Local Governments	23
Book Review: Civil service systems in East and Southeast Asia	22
Representation, Nonprofit Leaders of Color, and Job Attraction: A Survey Experiment	20
Bullying and Harassment as a Consequence of Workplace Change in the Australian Civil Service: Investigating the Mediating Role of Satisfaction With Change Management	18
Emotionally Intelligent Street-Level Bureaucracies: Agenda Setting for Promoting Equity in Public Service Delivery	16
Well-Being of Public Servants Under Pressure: The Roles of Job Demands and Personality Traits in the Health-Impairment Process	15
Did Leadership Become More Important During COVID-19? A Longitudinal Analysis of the Impact of Servant Leadership on Performance and Work-Life Balance Satisfaction in a Public Organization	15
Process and Content in Performance Management: How Consistency and Supervisor Developmental Feedback Decrease Emotional Exhaustion Via High-Quality LMX	14
(In)Credibly Inclusive? A Panel Study on Inclusive Leadership, Leader Credibility, and Inclusive Climate	13
A Moderated Mediation Model on the Relationship Among Public Service Motivation (PSM), Self-Efficacy, Job Satisfaction, and Readiness for Change	13
Confronting Pension Reform: Public Employees’ Psychological Contract Breach, Negative Perception, Regret, and the Moderating Role of PSM	12
Joining in With Leadership? A Survey of Leadership Behaviour and Identity of Non-Managerial Employees in Public Organizations	12
Favoritism in the Federal Workplace: Are Rules the Solution?	11
Thinking “Outside the Box” Whilst Remaining “Inside the Box”: Do Rules and Procedures Demotivate Creativity and Innovation in the Public Sector?	10
I’m Only Human: A New E-road to Advancing Social Equity Through a Humanist Approach to Mentoring in Public Service	10
Moving On Up? Effects of Leadership Training and Intersectoral Mobility on Women’s Advancement in Danish Public Administration Management	9
Putting the Humanity Back Into Public Human Resources Management: A Narrative Inquiry Analysis of Public Service in the Time of COVID-19	9
Workplace Disruption in the Public Sector and HRM Practices to Enhance Employee Resilience	8

A Hijab-Effect Too? Clients’ Reflections on Professionalism and Empathy Toward Hijab-Wearing Public Servants	8
Teleworking at Different Locations Outside the Office: Consequences for Perceived Performance and the Mediating Role of Autonomy and Work-Life Balance Satisfaction	8
Empowering Public Sector Employees With Disabilities: The Impact of DEIA Initiatives on Experience, Welfare, and Performance Confidence	8
The Impacts of Telework Options on Worker Outcomes in Local Government: Social Exchange and Social Exclusion Perspectives	7
The Entrepreneurial Public Servant: Unlocking Employee Potential Through Recognition and Inclusion	7
Welcome Editorial	7
Cognitive Uncertainty and Employees’ Daily Innovative Work Behavior: The Moderating Role of Ambidextrous Leadership	6
United States Federal Employee Development in Turbulent Times: Using Job Demands-Resources Theory to Explain Changes in Perceived Performance and Turnover Intention During the COVID-19 Pandemic	5
Linguistic Diversity and Public Servants’ Turnover Intentions: Theory and Analysis From a Multilingual State	5
Women’s Representation and Federal Employees’ Sexual Harassment Experience	5
Increasing the Effectiveness of Job Advertisements: How the Use of Imagery Language Impacts Perceived Organizational Attractiveness	5
Pause But Not Panic: Exploring COVID-19 as a Critical Incident for Nonprofit Workers	5
One Size Fits All? Exploring Motivation for Public Employees With a Job Fit Framework and Response Surface Analysis	5
Why Is Outsourcing Good for Some Employees and Bad for Others? How Demands and Resources Moderate the Outcome	5
How Leader’s Red Tape Interacts With Employees’ Red Tape From the Lens of the Job Demands-Resources Model	5