The Experts below are selected from a list of 12111 Experts worldwide ranked by ideXlab platform
Tima T Moldogaziev - One of the best experts on this subject based on the ideXlab platform.
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reversing the lens assessing the use of Federal Employee viewpoint survey in public administration research
Review of Public Personnel Administration, 2019Co-Authors: William G Resh, Sergio Fernandez, Tima T Moldogaziev, Colin Anguss LeslieAbstract:Despite the proliferation of published work using the U.S. Office of Personnel Management’s (OPM) Federal Employee Viewpoint Survey (FEVS) data, the scholarly community to date lacks a review of th...
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Employee empowerment and job satisfaction in the u s Federal bureaucracy a self determination theory perspective
The American Review of Public Administration, 2015Co-Authors: Sergio Fernandez, Tima T MoldogazievAbstract:Employee empowerment practices have been widely adopted in public organizations in Europe, the Pacific Rim, and North America. In this study, Employee empowerment is conceptualized as a multifaceted approach composed of various practices aimed at sharing information, resources, rewards, and authority with lower level Employees. Self-Determination Theory is used to theorize about the effects of these different empowerment practices on job satisfaction. The results of the empirical analysis, based on 2010 Federal Employee Viewpoint Survey (FEVS) data, indicate that empowerment practices aimed at promoting self-determination (i.e., sharing information about goals and performance, providing access to job-related knowledge and skills, and granting discretion to change work processes) have positive and sizable effects on job satisfaction. Conversely, empowerment practices that undermine autonomy (i.e., offering contingent-based rewards) have no meaningful effect on job satisfaction.
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assessing the past and promise of the Federal Employee viewpoint survey for public management research a research synthesis
Public Administration Review, 2015Co-Authors: Sergio Fernandez, Tima T Moldogaziev, William G Resh, Zachary W OberfieldAbstract:Since 2002, the U.S. Office of Personnel Management has used the Federal Employee Viewpoint Survey (FEVS) to monitor efforts by Federal executive agencies to manage human capital. Public management researchers have used FEVS data to produce dozens of peer-reviewed publications on a range of topics of interest to policy makers, practitioners, and academics. Despite the proliferation of these empirical studies, the field of public management until now has lacked a critical assessment of the FEVS and of how researchers have used the data. In this article, the authors discuss the strengths of the FEVS and the opportunities this survey has created for public management researchers. Despite important contributions made to the literature using the data, there are weaknesses in the content, design, and implementation of the FEVS. The authors offer a set of recommendations for refining the survey and its implementation with the aim of improving the quality and value of the data. In doing so, they hope to foster a dialogue between public management researchers and the Office of Personnel Management on the future of the FEVS and to forge a stronger link between these two communities.
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Employee empowerment Employee attitudes and performance testing a causal model
Public Administration Review, 2013Co-Authors: Sergio Fernandez, Tima T MoldogazievAbstract:The last three decades have witnessed the spread of Employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that Employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of Employee empowerment on these outcome variables without taking into account the mediating role of Employee attitudes. This article contributes to the growing literature on Employee empowerment by proposing and testing a causal model that estimates the direct effect of Employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.
Wendy K Mariner - One of the best experts on this subject based on the ideXlab platform.
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state regulation of managed care and the Employee retirement income security act
The New England Journal of Medicine, 1996Co-Authors: Wendy K MarinerAbstract:The Federal Employee Retirement Income Security Act (ERISA)1 is the Federal law that governs Employee-benefit plans offered by private employers and unions. ERISA has long hindered state efforts to...
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liability for managed care decisions the Employee retirement income security act erisa and the uneven playing field
American Journal of Public Health, 1996Co-Authors: Wendy K MarinerAbstract:As managed care organizations expand their programs of quality assurance and physician evaluation, more medical malpractice lawsuits may be brought against managed care organizations on the ground that, like hospitals, they are legally responsible for negligent corporate acts that injure patients. However, the Federal Employee Retirement Income Security Act (ERISA) shields managed care organizations from liability when they are part of an Employee group health plan governed by ERISA. Unlike patients with other types of insurance, patients in ERISA health plans do not have a malpractice remedy for a managed care organization's negligence. A few Federal appeals courts recently recognized that ERISA plans can be vicariously liable for their physicians' medical malpractice, but only if the physician is the plan's Employee or agent. Yet ERISA still prohibits negligence claims against ERISA health plans for injuries resulting from denial of plan benefits, failure to use qualified physicians, utilization review, or improper plan administration. Current managed care operations do not neatly distinguish between administering benefits and controlling quality of care. Neither should the law. ERISA should be amended to provide Employees with the same remedies that patients in non-ERISA plans enjoy.
Sergio Fernandez - One of the best experts on this subject based on the ideXlab platform.
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reversing the lens assessing the use of Federal Employee viewpoint survey in public administration research
Review of Public Personnel Administration, 2019Co-Authors: William G Resh, Sergio Fernandez, Tima T Moldogaziev, Colin Anguss LeslieAbstract:Despite the proliferation of published work using the U.S. Office of Personnel Management’s (OPM) Federal Employee Viewpoint Survey (FEVS) data, the scholarly community to date lacks a review of th...
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Employee empowerment and job satisfaction in the u s Federal bureaucracy a self determination theory perspective
The American Review of Public Administration, 2015Co-Authors: Sergio Fernandez, Tima T MoldogazievAbstract:Employee empowerment practices have been widely adopted in public organizations in Europe, the Pacific Rim, and North America. In this study, Employee empowerment is conceptualized as a multifaceted approach composed of various practices aimed at sharing information, resources, rewards, and authority with lower level Employees. Self-Determination Theory is used to theorize about the effects of these different empowerment practices on job satisfaction. The results of the empirical analysis, based on 2010 Federal Employee Viewpoint Survey (FEVS) data, indicate that empowerment practices aimed at promoting self-determination (i.e., sharing information about goals and performance, providing access to job-related knowledge and skills, and granting discretion to change work processes) have positive and sizable effects on job satisfaction. Conversely, empowerment practices that undermine autonomy (i.e., offering contingent-based rewards) have no meaningful effect on job satisfaction.
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assessing the past and promise of the Federal Employee viewpoint survey for public management research a research synthesis
Public Administration Review, 2015Co-Authors: Sergio Fernandez, Tima T Moldogaziev, William G Resh, Zachary W OberfieldAbstract:Since 2002, the U.S. Office of Personnel Management has used the Federal Employee Viewpoint Survey (FEVS) to monitor efforts by Federal executive agencies to manage human capital. Public management researchers have used FEVS data to produce dozens of peer-reviewed publications on a range of topics of interest to policy makers, practitioners, and academics. Despite the proliferation of these empirical studies, the field of public management until now has lacked a critical assessment of the FEVS and of how researchers have used the data. In this article, the authors discuss the strengths of the FEVS and the opportunities this survey has created for public management researchers. Despite important contributions made to the literature using the data, there are weaknesses in the content, design, and implementation of the FEVS. The authors offer a set of recommendations for refining the survey and its implementation with the aim of improving the quality and value of the data. In doing so, they hope to foster a dialogue between public management researchers and the Office of Personnel Management on the future of the FEVS and to forge a stronger link between these two communities.
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Employee empowerment Employee attitudes and performance testing a causal model
Public Administration Review, 2013Co-Authors: Sergio Fernandez, Tima T MoldogazievAbstract:The last three decades have witnessed the spread of Employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that Employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of Employee empowerment on these outcome variables without taking into account the mediating role of Employee attitudes. This article contributes to the growing literature on Employee empowerment by proposing and testing a causal model that estimates the direct effect of Employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.
Mark John Somers - One of the best experts on this subject based on the ideXlab platform.
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strategies for improving measurement models for secondary data in public administration research illustrations from the Federal Employee viewpoint survey
Public Administration Review, 2018Co-Authors: Mark John SomersAbstract:This article builds on Fernandez et al.'s 2015 review of Federal Employee Viewpoint Survey (FEVS) research by focusing on two unexplored areas: measurement models and measurement quality. Employing the notion of an auxiliary measurement theory as an organizing framework, the author assesses the use of FEVS survey items to operationalize theoretical constructs and procedures in order to establish their psychometric quality. Results indicate that there is considerable variability in how FEVS items have been used to measure theoretical constructs, which is expressed as high levels of overlap across FEVS-derived scales. Inconsistency in the assessment of measurement quality is evident as well, with a bias toward convergent validity. Three cautionary tales are presented to demonstrate the fragility of FEVS data when used with a compromised auxiliary measurement theory. The article concludes with recommendations for future FEVS studies.
William G Resh - One of the best experts on this subject based on the ideXlab platform.
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reversing the lens assessing the use of Federal Employee viewpoint survey in public administration research
Review of Public Personnel Administration, 2019Co-Authors: William G Resh, Sergio Fernandez, Tima T Moldogaziev, Colin Anguss LeslieAbstract:Despite the proliferation of published work using the U.S. Office of Personnel Management’s (OPM) Federal Employee Viewpoint Survey (FEVS) data, the scholarly community to date lacks a review of th...
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assessing the past and promise of the Federal Employee viewpoint survey for public management research a research synthesis
Public Administration Review, 2015Co-Authors: Sergio Fernandez, Tima T Moldogaziev, William G Resh, Zachary W OberfieldAbstract:Since 2002, the U.S. Office of Personnel Management has used the Federal Employee Viewpoint Survey (FEVS) to monitor efforts by Federal executive agencies to manage human capital. Public management researchers have used FEVS data to produce dozens of peer-reviewed publications on a range of topics of interest to policy makers, practitioners, and academics. Despite the proliferation of these empirical studies, the field of public management until now has lacked a critical assessment of the FEVS and of how researchers have used the data. In this article, the authors discuss the strengths of the FEVS and the opportunities this survey has created for public management researchers. Despite important contributions made to the literature using the data, there are weaknesses in the content, design, and implementation of the FEVS. The authors offer a set of recommendations for refining the survey and its implementation with the aim of improving the quality and value of the data. In doing so, they hope to foster a dialogue between public management researchers and the Office of Personnel Management on the future of the FEVS and to forge a stronger link between these two communities.