The Ties that Bind: Social Networks, Person-Organization Value Fit, and Turnover Intention

This article examines the influence of social networks and valuecongruence on turnover intention among public and nonprofitemployees. We argue that employees exist in social networksinside and outside their organization, and these networks shapeemployee attitudes and behavior. To illustrate this theory,we use turnover intention. A strong and positive intraorganizationalsocial network characterized by good relations with and a senseof obligation toward other staff is hypothesized to make itmore likely that employees will stay. A strong social networkexternal to the organization is hypothesized to increase theopportunities that employees have to leave. Our findings offerstrong support for the role of intraorganizational networks,but relatively weak support for the effect of external networks.We also propose that person-organization (P-O) fit shape turnoverintention. Our results suggest that employees who experiencea strong P-O fit in terms of value congruence are more likelyto offer a long-term commitment.     

Some improved estimators for a measures of dispersion of an inverse gaussian distribution

In this paper some improved estimators for the measure of dispersion of an inverse Gaussian distribution have been obtained. If some guessed value of λ is available in the form of a point esitmate λ₀ the shrikage technique has been applied and an estimator has been proposed which has smaller mean squared error than the usual estimator. Since the shrinkage estimator has better performance if the guessed value is in the vicinity of the true value, a shrinkage testimator has also been proposed and compared with the usual estimator.     

Connecting the Dots in Public Management: Political Environment, Organizational Goal Ambiguity, and the Public Manager's Role Ambiguity

This article is a systematic effort to study a key theoreticalquestion from the vantage point of public sector organizationalbehavior. Most political science models, with a primary interestin democratic control of bureaucracy, study the political influenceon the bureaucracy from an agency theory perspective. Organizationbehavior literature, on the other hand, is focused largely onthe study of individual-level phenomena in private organizationsand does not incorporate political context as part of explanatorymodels. This article proposes a middle-range theory to "connectthe dots," beginning with disparate sources in the polity influencingorganizational goal ambiguity, which in turn is expected toincrease managerial role ambiguity. An empirical test, usingdata collected from a national survey of managers working instate human service agencies, supports this theoretical model.We find that certain types of political influence have an impacton organizational goal ambiguity, which in turn has a directeffect in increasing role ambiguity and also an indirect effectin increasing role ambiguity through organizational structure.