Student public service value priorities

References

• Addams, H., & Proops, J. L. R. (Eds.). (2001). Social discourse and environmental policy: An application of Q methodology. Northampton, MA: Edward Elgar.
   Google Scholar
• Allison, G. T. (1983). Public and private management: Are they fundamentally alike in all unimportant respects? In J. L. Perry & K. L. Kraemer (Eds.), Public management: Public and private perspectives (pp. 72–92). Palo Alto, CA: Mayfield.
   Google Scholar
• Andersen, L. B., Jørgensen, T. B., Kjeldsen, A. M., Pedersen, L. H., & Vrangbæk, K. (2013). Public values and public service motivation: conceptual and empirical relationships. The American Review of Public Administration, 43(3), 292–311. doi:10.1177/0275074012440031
   Web of Science ®Google Scholar
• Appleby, P. H. (1945). Big democracy. New York: Alfred A. Knopf.
   Google Scholar
• Bozeman, B. (1987). All organizations are public: Bridging public and private organizational theories. San Francisco: Jossey-Bass.
   Google Scholar
• Bright, L. (2016). Public service motivation and socialization in graduate education. Teaching Public Administration, 34(3), 284–306. doi:10.1177/0144739416645650
   Web of Science ®Google Scholar
• Bright, L. (2017). Are individuals with high levels of public service motivation satisfied in MPA degree programs? Teaching Public Administration, 35(2), 209–222. doi:10.1177/0144739416650620
   Web of Science ®Google Scholar
• Brown, S. R., Durning, D. W., & Selden, S. (1999). Q Methodology. In G. J. Miller & M. L. Whicker (Eds.), Handbook of research methods in public administration (pp. 599–637). New York: Marcel Dekker.
   Google Scholar
• Cooper, T. L. (1991). An ethic of citizenship for public administration. Englewood Cliffs, N.J.: Prentice Hall.
   Google Scholar
• Dahl, R. A. (1947). The science of public administration: Three problems. Public Administration Review, 7(1), 1–11. doi:10.2307/972349
   Web of Science ®Google Scholar
• Day, S. (2008). Applications of Q methodology to a variety of policy process theories and frameworks. International Journal of Organization Theory and Behavior, 11(2), 141–171. doi:10.1108/IJOTB-11-02-2008-B001
   Google Scholar
• De Graaf, G., & Van Exel, J. (2008). Using Q methodology in administrative ethics. Public Integrity, 11(1), 63–78. doi:10.2753/PIN1099-9922110104
   Google Scholar
• Denhardt, J. V., & Denhardt, R. B. (2007). The new public service: Serving, not steering (Expanded ed.). Armonk, NY: M.E. Sharpe.
   Google Scholar
• Dubnick, M. J., & Romzek, B. S. (1993). Accountability and the centrality of expectations in American public administration. In J. L. Perry (Ed.), Research in public administration (Vol. 2). Greenwich, CT: JAI Press.
   Google Scholar
• Durant, R. F. (2000). Whither the neoadministrative state? Toward a polity-centered theory of administrative reform. Journal of Public Administration Research and Theory, 10(1), 79–109. doi:10.1093/oxfordjournals.jpart.a024268
   Google Scholar
• Durning, D. (1999). The transition from traditional to postpositivist policy analysis: A role for Q-methodology. Journal of Policy Analysis and Management, 18(3), 389–410. doi:10.1002/(ISSN)1520-6688
   Web of Science ®Google Scholar
• Edlins, M., & Dolamore, S. (2018). Ready to serve the public? The role of empathy in public service education programs. Journal of Public Affairs Education, 24(3), 300–320. doi:10.1080/15236803.2018.1429824
   Web of Science ®Google Scholar
• Fernández-Gutiérrez, M., & Van de Walle, S. (2018). Equity or efficiency? explaining public officials‘ values. Public Administration Review. doi:doi:10.1111/puar.12996
   Web of Science ®Google Scholar
• Fiorino, D. J. (2010). Sustainability as a conceptual focus for public administration. Public Administration Review, 70(S1), S78–S88. doi:10.1111/j.1540-6210.2010.02249.x
   Web of Science ®Google Scholar
• Focht, W. (2002). Assessment and management of policy conflict in the Illinois river watershed in Oklahoma: An application of Q methodology. International Journal of Public Administration, 25(11), 1311–1349. doi:10.1081/PAD-120013349
   Google Scholar
• Frederickson, H. G. (2010). Social equity and public administration: Origins, developments, and applications. Armonk, NY: M.E. Sharpe.
   Google Scholar
• Gawthrop, L. C. (1998). Public service and democracy: Ethical imperatives for the 21st century. New York: Chatham House Publishers.
   Google Scholar
• Goodnow, F. J. (1900). Politics and administration: A study in government. New York: The Macmillan Company.
   Google Scholar
• Goodsell, C. T. (2011). Mission mystique: Belief systems in public agencies. Washington, D.C.: CQ Press.
   Google Scholar
• Grant, A. M. (2008). Employees without a Cause: The Motivational Effects of Prosocial Impact in Public Service. International Public Management Journal, 11(1), 48–66. doi:10.1080/10967490801887905
   Web of Science ®Google Scholar
• Gulick, L. (1937). Notes on the theory of organization. In L. Gulick & L. Urwick (Eds.), Papers on the science of administration (pp. 1–45). New York: Institute of Public Administration, Columbia University.
   Google Scholar
• Haque, A., & Gunther-Canada, W. (2018). Public service for all: How a global ethic prepares public administrators for a transnational century. Journal of Public Affairs Education, 24(1), 8–26. doi:10.1080/15236803.2018.1429823
   Web of Science ®Google Scholar
• Hood, C. (1991). A public management for all seasons? Public Administration, 69(1), 3–19. doi:10.1111/padm.1991.69.issue-1
   Web of Science ®Google Scholar
• Hummel, D. (2018). Public service values and motivation in the MPA classroom: An exercise. PA Times. Retrieved from https://patimes.org/public-service-values-and-motivation-in-the-mpa-classroom-an-exercise/
   Google Scholar
• Jørgensen, T. B., & Bozeman, B. (2007). Public values: An inventory. Administration & Society, 39(3), 354–381. doi:10.1177/0095399707300703
   Web of Science ®Google Scholar
• Kaufman, H. (1956). Emerging conflicts in the doctrines of public administration. American Political Science Review, 50(4), 1057–1073. doi:10.2307/1951335
   Web of Science ®Google Scholar
• Kernaghan, K. (2003). Integrating values into public service: The values statement as centerpiece. Public Administration Review, 63(6), 711–719. doi:10.1111/1540-6210.00334
   Web of Science ®Google Scholar
• Knott, J. H. (1993). Comparing public and private management: Cooperative effort and principal-agent relationships. Journal of Public Administration Research and Theory, 3(1), 93–119.
   Google Scholar
• Landau, M. (1969). Redundancy, rationality, and the problem of duplication and overlap. Public Administration Review, 29(4), 346–358. doi:10.2307/973247
   Web of Science ®Google Scholar
• Light, P. C. (1997). The tides of reform: Making government work, 1945-1995. New Haven: Yale University Press.
   Google Scholar
• Mandell, M. B. (2009). Public values as a core element of NASPAA. Journal of Public Affairs Education, 15(3), 261–267. doi:10.1080/15236803.2009.12001560
   Google Scholar
• March, J. G., & Olsen, J. P. (1983). Organizing political life: What administrative reorganization tells us about government. American Political Science Review, 77(2), 281–296. doi:10.2307/1958916
   Web of Science ®Google Scholar
• Marini, F. (Ed.). (1971). Toward a new public administration: The Minnowbrook perspective. Scranton, PA: Chandler Pub. Co.
   Google Scholar
• McKeown, B., & Thomas, D. (1988). Q methodology. Newbury Park, CA: Sage Publications.
   Google Scholar
• Molina, A. D. (2015). The virtues of administration: Values and the practice of public service. Administrative Theory & Praxis, 37(1), 49–69. doi:10.1080/10841806.2015.999636
   Google Scholar
• Molina, A. D., & McKeown, C. L. (2012). The heart of the profession: understanding public service values. Journal of Public Affairs Education, 18(2), 375–396. doi:10.1080/15236803.2012.12001689
   Google Scholar
• Nabatchi, T. (2012). Putting the “public” back in public values research: Designing participation to identify and respond to values. Public Administration Review, 72(5), 699–708. doi:10.1111/puar.2012.72.issue-5
   Web of Science ®Google Scholar
• Network of Schools of Public Policy Affairs and Administration. (2009). NASPAA Standards: Accreditation standards for master‘s degree programs. Retrieved from https://naspaaaccreditation.files.wordpress.com/2015/02/naspaa-accreditation-standards.pdf
   Google Scholar
• Norman-Major, K. (2011). Balancing the four Es; or can we achieve equity for social equity in public administration? Journal of Public Affairs Education, 17(2), 233–252. doi:10.1080/15236803.2011.12001640
   Google Scholar
• Ostrom, V. (1990). Problems of cognition as a challenge to policy analysts and democratic societies. Journal of Theoretical Politics, 2(3), 243–262. doi:10.1177/0951692890002003001
   Google Scholar
• Paarlberg, L. E., & Lavinga, B. (2010). Transformational leadership and public service motivation: Driving individual and organizational performance. Public Administration Review, 70(5), 710–718. doi:10.1111/j.1540-6210.2010.02199.x
   Web of Science ®Google Scholar
• Perry, J. L. (2000). Bringing society in: Toward a theory of public-service motivation. Journal of Public Administration Research and Theory, 10(2), 471–488. doi:10.1093/oxfordjournals.jpart.a024277
   Google Scholar
• Perry, J. L. (2007). Democracy and the new public service. American Review of Public Administration, 37(1), 3–16. doi:10.1177/0275074006296091
   Web of Science ®Google Scholar
• Perry, J. L. (2018). What if we took professionalism seriously? PS: Political Science & Politics, 51(1), 93–102. doi:10.1017/S1049096517001810
   Web of Science ®Google Scholar
• Perry, J. L., & Hondeghem, A. (Eds.). (2008). Motivation in public management: The call of public service. New York: Oxford University Press.
   Google Scholar
• Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: twenty years of research and an agenda for the future. Public Administration Review, 70(5), 681–690. doi:doi:10.1111/j.1540-6210.2010.02196.x
   Web of Science ®Google Scholar
• Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367–373. doi:10.2307/976618
   Web of Science ®Google Scholar
• Rosenbloom, D. H., & McCurdy, H. E. (2006). Revisiting Waldo‘s administrative state: Constancy and change in public administration. Washington, DC: Georgetown University Press.
   Google Scholar
• Selden, S. C., Brewer, G. A., & Brudney, J. L. (1999). Reconciling competing values in public administration: Understanding the administrative role concept. Administration and Society, 31(2), 171–204. doi:10.1177/00953999922019085
   Web of Science ®Google Scholar
• Simon, H. A. (1946). The Proverbs of Administration. Public Administration Review, 6(1), 53–67. doi:10.2307/973030
   Web of Science ®Google Scholar
• Spicer, M. W. (2001). Value pluralism and its implications for American public administration. Administrative Theory & Praxis, 23(4), 507–528. doi:10.1080/10841806.2001.11643542
   Google Scholar
• Stivers, C. (1994). The Listening Bureaucrat: Responsiveness in public administration. Public Administration Review, 54(4), 364–369. doi:10.2307/977384
   Web of Science ®Google Scholar
• Stout, M. (2009). Enhancing professional socialization through the metaphor of tradition. Journal of Public Affairs Education, 15(3), 289–316. doi:10.1080/15236803.2009.12001562
   Google Scholar
• Stout, M. (2010). Revisiting the (lost) art of ideal-typing in public administration. Administrative Theory & Praxis, 32(4), 491–519. doi:10.2753/ATP1084-1806320401
   Google Scholar
• Stout, M. (2018). The impossibility of a universal public service perspective. Teaching Public Administration, 36(3), 222–236. doi:10.1177/0144739417738953
   Web of Science ®Google Scholar
• Svara, J. H. (2007). The ethics primer for public administrators in government and nonprofit organizations. Sudbury, MA: Jones and Bartlett.
   Google Scholar
• Svara, J. H., & Baizhanov, S. (2019). Public service values in NASPAA programs: Identification, integration, and activation. Journal of Public Affairs Education, 25(1), 73–92. doi:10.1080/15236803.2018.1454761
   Web of Science ®Google Scholar
• Van der Wal, Z. (2017). Ethos reinforced, government endorsed? Comparing pre-entry and post-entry values, motivations, sector perceptions, and career preferences of MPA students in Asia. Journal of Public Affairs Education, 23(4), 935–958. doi:10.1080/15236803.2017.12002298
   Web of Science ®Google Scholar
• van der Wal, Z., & Huberts, L. (2008). Value solidity in government and business: results of an empirical study on public and private sector organizational values. The American Review of Public Administration, 38(3), 264–285. doi:10.1177/0275074007309154
   Web of Science ®Google Scholar
• Van der Wal, Z., Huberts, L. E. O., Van Den Heuvel, H., & Kolthoff, E. (2006). Central values of government and business: Differences, similarities and conflicts. Public Administration Quarterly, 30(3/4), 314–364.
   Google Scholar
• van der Wal, Z., Nabatchi, T., & de Graaf, G. (2015). From galaxies to universe: a cross-disciplinary review and analysis of public values publications from 1969 to 2012. The American Review of Public Administration, 45(1), 13–28. doi:10.1177/0275074013488822
   Web of Science ®Google Scholar
• Van Wart, M. (1998). Changing public sector values. New York: Garland Pub.
   Google Scholar
• Waldo, D. (1948). The administrative state: A study of the political theory of American public administration. New York: Ronald Press Co.
   Google Scholar
• Wamsley, G. L. (1990). Refounding public administration. Newbury Park, Calif.: Sage Publications.
   Google Scholar
• Wright, B. E. (2001). Public-sector work motivation: A review of the current literature and a revised conceptual model. Journal of Public Administration Research and Theory, 11(4), 559–586. doi:10.1093/oxfordjournals.jpart.a003515
   Web of Science ®Google Scholar
• Wright, B. E., & Grant, A. M. (2010). Unanswered questions about public service motivation: Designing research to address key issues of emergence and effects. Public Administration Review, 70(5), 691–700. doi:doi:10.1111/j.1540-6210.2010.02197.x
   Web of Science ®Google Scholar
• Yates, Jr., D. T. (1981). Hard choices: Justifying bureaucratic decisions. In J. L. Fleishman, L. Liebman, & M. H. Moore (Eds.), Public Duties: The moral obligations of government officials (pp. 32–51). Cambridge, MA: Harvard University Press.
   Google Scholar
• Zeemering, E. S. (2009). What does sustainability mean to city officials? Urban Affairs Review, 45(2), 247–273. doi:10.1177/1078087409337297
   Web of Science ®Google Scholar