Now showing items 1-14 of 14

    • Bureaucracy and Public Employee Behavior A Case of Local Government 

      Feeney, Mary K.; DeHart-Davis, Leisha (Sage Publications Inc, 2009-12)
      Government reinvention advocates assert that less bureaucratic work environments will spark higher creativity, more risk-taking, and greater productivity in public employees. While government reinvention remains a topic ...
    • Electronic participation technologies and perceived outcomes for local government 

      Feeney, Mary K.; Welch, Eric W. (Taylor & Francis, 2012-05)
      U.S local governments are under increasing pressure to adopt electronic participation technologies to engage stakeholders in decision-making. The choice set of technologies and the ease with which they can be applied, has ...
    • Mentor Matching: A ‘Goodness of Fit’ Model 

      Bozeman, Barry; Feeney, Mary K. (Sage Publications Inc, 2008-09)
      One of the few mentoring topics that has received little attention in the abundant mentoring literature is the determinants of organically formed – (as opposed for formal program-based) mentoring relationships. We propose ...
    • Mentoring and Network Ties 

      Feeney, Mary K.; Bozeman, Barry (Sage Publications Inc, 2008-12)
      Using questionnaire data obtained from a sample of state government managers, our study examines social capital foci (network ties) of mentoring relations. Others have shown that network ties are relevant to career development ...
    • Organizational confidence: An empirical assessment of highly positive public managers 

      Feeney, Mary K.; Boardman, P. Craig (Oxford University Press, 2010-07)
      There is a great deal of research investigating public servants’ perceptions of organizational problems (e.g. red tape, bureaucratic control); however, there is little research investigating public servants who have highly ...
    • Organizational Red Tape: A Measurement Experiment 

      Feeney, Mary K. (Oxford University Press, 2012-07)
      Multiple public administration survey research projects have asked respondents to assess the level of red tape in their organizations. Many of these surveys use the following questionnaire item: If red tape is defined as ...
    • Personnel Flexibility and Red Tape in Public and Nonprofit Organizations: Distinctions due to Institutional and Political Accountability 

      Feeney, Mary K.; Rainey, Hal G. (Oxford University Press, 2010-10)
      Academics and journalists have depicted government bureaucracies as particularly subject to administrative constraints, including the infamous red tape and personnel rules that sharply constrain pay, promotion and dismissal ...
    • Public Management Mentoring: A Three Tier Model 

      Bozeman, Barry; Feeney, Mary K. (Sage Publications Inc, 2009-06)
      Despite the abundance of literature discussing the individual and organizational outcomes of mentoring, this ‘generic’ literature remains virtually silent on the role of mentoring in the public sector. We review and critique ...
    • Public Management Mentoring: What Affects Outcomes? 

      Bozeman, Barry; Feeney, Mary K. (Oxford University Press, 2009)
      Few research studies focus on public managers’ mentoring and few mentoring studies of any sort include any outcome measure other than reported satisfaction. Our study examines diverse outcomes for a broad-based set of ...
    • Public Service in the Private Sector: Private Loan Originator Participation in a Public Mortgage Program 

      Moulton, Stephanie; Feeney, Mary K. (Oxford University Press, 2011-07)
      In the United States, housing policies focused on assisting low-income families towards homeownership have resulted in the creation of publicly subsidized affordable mortgage programs. Private lenders and their employees ...
    • Sector Perceptions among State-Level Public Managers 

      Feeney, Mary K. (Oxford University Press, 2008-07)
      In this article, I investigate whether or not there is variance in public managers’ perceptions of worker quality and work life, by sector. Specifically, I investigate whether state-level public managers perceive the public ...
    • Staying Late: Comparing Work Hours in Public and Nonprofit Sectors 

      Feeney, Mary K.; Bozeman, Barry (Sage Publications Inc, 2009-09)
      Economic theories suggest that work behavior of public and nonprofit employees should resemble one another closely, owing to the lack of profit incentives and managerial or owner oversight of work. However, empirical ...
    • Toward a Useful Theory of Mentoring: A Conceptual Analysis and Critique 

      Bozeman, Barry; Feeney, Mary K. (Sage Publications Inc, 2007-10)
      In this review and critique of mentoring theory and research, the authors identify persistent problems in the development of mentoring theory. Their conceptual analysis highlights these problems with a “thought experiment” ...
    • Women in STEM Networks: Who Seeks Advice and Support from Women Scientists? 

      Feeney, Mary K.; Bernal, Margarita (Springer Verlag, 2010-01)
      Supporting and advancing women’s science careers continues to be of interest to researchers, scientists, science funders, and universities. Similarly, professional advice and support networks are important to understanding ...