@article{daley_2012, title={A Fire Bell in the Night: Unfunded Liability and Local Government Retiree Health Care Benefits}, volume={41}, ISSN={["1945-7421"]}, DOI={10.1177/009102601204100403}, abstractNote={ This paper reports on a survey on retiree health care benefits in the American local governments. With GASB 45 requiring reporting of their unfunded liabilities for other (non-pension) post employment benefits, local governments are now challenged with a dilemma of finding funds or reducing benefits. The survey examines perceived effects of health care benefits on human resources goals (recruitment, retention, and retirement), the current structure of local government retiree health care programs, and measures under consideration and/or adopted to deal with retiree health care costs. Survey results show that the local governments have adopted cost containment strategies and cost-sharing programs. With financial options limited, programmatic choices focus on termination, cost shedding, cost-sharing, and preventive and wellness. They have slowly begun to introduce preventive medicine and wellness efforts while continuing with further cost sharing. A few local governments have even begun to contemplate major cost shedding options (although very few are considering terminating benefits). }, number={4}, journal={PUBLIC PERSONNEL MANAGEMENT}, author={Daley, Dennis M.}, year={2012}, pages={619–635} }
 @article{coggburn_daley_kearney_2012, title={Public Sector Retiree Health Care Benefits: A View from the American States}, volume={41}, ISSN={["0091-0260"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84865482507&partnerID=MN8TOARS}, DOI={10.1177/009102601204100202}, abstractNote={ This paper reports findings of a survey on retiree health care benefits in the American states. It begins with an overview of the challenges the states face following the reporting of their unfunded liabilities for other (non-pension) post employment benefits, as required by GASB 45. Next, it reports survey data on the perceived effects of health care benefits on human resources goals (recruitment, retention, and retirement), the current structure of state retiree health care programs, and measures being considered and/or adopted to deal with retiree health care costs. Survey results show that the states have adopted cost containment strategies and cost-sharing programs. They have now begun to introduce preventive medicine and wellness efforts while continuing with further cost-sharing. A few states have even begun to contemplate major cost shedding options. The paper concludes with a discussion of the implications for retiree health care policy and human resource management. }, number={2}, journal={PUBLIC PERSONNEL MANAGEMENT}, publisher={SAGE Publications}, author={Coggburn, Jerrell D. and Daley, Dennis M. and Kearney, Richard C.}, year={2012}, pages={219–240} }
 @article{daley_2009, title={Innovations in Public Leadership Development.}, volume={39}, ISSN={["1552-3357"]}, DOI={10.1177/0275074008326586}, number={4}, journal={AMERICAN REVIEW OF PUBLIC ADMINISTRATION}, author={Daley, Dennis M.}, year={2009}, month={Jul}, pages={450–451} }
 @article{dolcos_daley_2009, title={Work pressure, workplace social resources, and work–family conflict: The tale of two sectors.}, volume={16}, ISSN={1573-3424 1072-5245}, url={http://dx.doi.org/10.1037/a0017319}, DOI={10.1037/a0017319}, abstractNote={Although research has extensively examined work–family issues in the private sector, little is known about sector-related differences. Here, we used data from the 2002 National Study of the Changing Workforce and multiplegroup structural equation modeling to compare the levels and mechanisms through which work pressure and 3 workplace social resources (i.e., work– family culture, supervisor support, and coworker support) are related to work–family conflict in the public and private sectors. First, work–family culture affected work–family conflict directly in the private sector and indirectly, through reduced work pressure, in the public sector. Moreover, work–family culture had a much stronger impact on supervisor support in the private sector. Second, public sector employees perceived higher levels of supervisor and organizational support while experiencing higher levels of work pressure. The study illustrates the necessity of differentiating between the 2 sectors of employment when studying work–family relationships.}, number={4}, journal={International Journal of Stress Management}, publisher={American Psychological Association (APA)}, author={Dolcos, Sanda M. and Daley, Dennis}, year={2009}, pages={291–311} }
 @article{daley_2008, title={The Burden of Dealing with Poor Performers Wear and Tear on Supervisory Organizational Engagement}, volume={28}, ISSN={["0734-371X"]}, DOI={10.1177/0734371X07311253}, abstractNote={Using Albert Hirschman's (1970) theory of exit, voice, loyalty, and neglect as measures of organizational effectiveness, this study examines the response of supervisors to dealing with poor performers. In recent years, the U.S. Merit Systems Protection Board has focused its Merit Principles Surveys (MPS) on issues directly linked to its role—prohibited practices, retention, grievance and discipline, and so on—and the role supervisors play in their cause and remedy. In the 2000 MPS, there are a number of items that address supervisory efforts in dealing with “poor performers.” These run the gamut from identifying performance discrepancies through providing feedback and developmental opportunities to seeking removal. There are also items that assess the supervisors' perceptions of difficulties in engaging in these activities. Using regression analyses, the author examines these factors with respect to their impact on individual supervisors' perceptions of their own organizational engagement. The performance appraisal process and management support prove especially important in maintaining positive supervisory attitudes.}, number={1}, journal={REVIEW OF PUBLIC PERSONNEL ADMINISTRATION}, author={Daley, Dennis M.}, year={2008}, month={Mar}, pages={44–59} }
 @article{daley_vasu_2005, title={Supervisory perceptions of the impact of public sector personnel practices on the achievement of multiple goals - Putting the strategic into human resource management}, volume={35}, ISSN={["0275-0740"]}, DOI={10.1177/0275074004272846}, abstractNote={ Strategic human resource management enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice and participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using ordinal regression analyses of data from a survey of North Carolina county social service directors and supervisors, this study examines the extent to which strategic human resource management is perceived to affect outcome assessments (or performance measurements) for welfare reform. Although strategic human resource management practices are perceived to be present, with training and employment security having notable impacts, they clearly are not a predominant feature in North Carolina counties. }, number={2}, journal={AMERICAN REVIEW OF PUBLIC ADMINISTRATION}, author={Daley, DM and Vasu, ML}, year={2005}, month={Jun}, pages={157–167} }
 @book{daley_2002, title={Strategic human resource management: People and performance management in the public sector}, ISBN={013028260X}, publisher={Upper Saddle River, NJ: Prentice Hall}, author={Daley, D. M.}, year={2002} }
 @article{daley_vasu_weinstein_2002, title={Strategic human resource management: Perceptions among North Carolina county social service professionals}, volume={31}, ISSN={["0091-0260"]}, DOI={10.1177/009102600203100308}, abstractNote={ Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments. }, number={3}, journal={PUBLIC PERSONNEL MANAGEMENT}, author={Daley, D and Vasu, ML and Weinstein, MB}, year={2002}, pages={359–375} }
 @inbook{daley_2000, title={Performance appraisal techniques and applications: Guides for consultants}, booktitle={Handbook of organizational consultation}, publisher={New York: Marcel Dekker}, author={Daley, D.}, year={2000} }
 @article{daley_1999, title={Public sector supervisory performance appraisal: Core functions, effectiveness characteristics, and the identification of superstar supervisors}, volume={19}, DOI={10.1177/0734371x9901900406}, number={4}, journal={Review of Public Personnel Administration}, author={Daley, Dennis}, year={1999}, pages={65} }
 @article{daley_1998, title={An overview of benefits for the public sector: Not on the fringes anymore}, volume={18}, DOI={10.1177/0734371x9801800303}, abstractNote={ Benefits compose a major portion of the total compensation package. Along with wages and salaries, benefits serve to recruit, motivate, and retain employees This article provides a descriptive overview of the myriad of benefits (and their sub-options) available for public sector use Health care (medical, dental, vision, and wellness) and pension (social security, government retvrement, and deferred compensation) systems are reviewed Finally, special pay options (overtime, moonlighting, business expenses, and paid time off) and employee development are detavled }, number={3}, journal={Review of Public Personnel Administration}, author={Daley, Dennis}, year={1998}, pages={5–22} }
 @article{daley_1998, title={Attribution theory and the glass ceiling: Career development among federal employees}, volume={1}, DOI={10.1108/ijotb-01-01-1998-b005}, abstractNote={Individuals who are not promoted or miss out on developmental opportunities suffer career setbacks that can greatly, and adversely, effect motivation and productivity. Attribution theory examines the causal inferences that subordinates themselves hold as to why they failed to receive promotion or were denied a developmental opportunity. The glass ceiling phenomenon also readily lends itself to attributional interpretations. Using the 1991/1992 Career Development (Glass Ceiling) Survey conducted by the U.S. Merit Systems Protection Board, this study first looked at the barriers to promotion. In general, a pattern emerges in which attributions viewed as long-term and beyond the control of the individual to remedy are strongly attested to. Added to these general perceptions are heightened concerns expressed by women and minorities that the biases and in-group, buddy systems operate even more adversely against them.}, number={1}, journal={International Journal of Organization Theory and Behavior}, author={Daley, Dennis}, year={1998}, pages={93–116} }
 @article{daley_1998, title={Benefits in the public sector}, volume={18}, number={3}, journal={Review of Public Personnel Administration}, author={Daley, D. M.}, year={1998}, pages={5–57} }
 @inbook{daley_1998, title={Designing effective performance appraisal systems}, booktitle={Handbook of human resource management in government (Jossey-Bass nonprofit and public management series)}, publisher={San Francisco, Calif.: Jossey-Bass}, author={Daley, D. M.}, year={1998}, pages={368–385} }
 @article{daley_vasu_1998, title={Fostering organizational trust in North Carolina - The pivotal role of administrators and political leaders}, volume={30}, ISSN={["1552-3039"]}, DOI={10.1177/009539979803000105}, abstractNote={ Theoretically, organizational trust establishes the framework for productivity. Trust creates an environment that encourages cooperation and allows employees to concentrate their attention on the task. Employing regression analysis with cross-sectional data from the 1994 State Employee Survey, this research examines employee attitudes of organizational trust toward those in top management positions. Demographic controls (education, pay level, race, and gender) exhibit no substantive effect. Attitudes assessing internal job characteristics (benefits, extrinsic rewards, and work environment) demonstrate a relationship in fostering trust. External work characteristics (job satisfaction, supervisory evaluation, and political interference) also emerge as determinants of organizational trust. }, number={1}, journal={ADMINISTRATION & SOCIETY}, author={Daley, DM and Vasu, ML}, year={1998}, month={Mar}, pages={62–84} }
 @article{patton_daley_1998, title={Gainsharing in Zebulon: What do workers want?}, volume={27}, ISSN={["0091-0260"]}, DOI={10.1177/009102609802700111}, abstractNote={ Gainsharing, an instrument for implementing pay for performance, is a synthesis of participatory management and profit sharing.1 With increased interest in both pay-for-performance and total quality management (TQM), gainsharing programs have attracted the attention of public sector organizations. Gainsharing is a means for encouraging and motivating employees through extrinsic expectancy rewards within a group or organizational framework. It combines TQM's emphasis on the advantages derived from team work (and away from the distractions of individual competition) with the motivational effect of a strong individual reward system.2 This study examines employees' attitudes and perceptions about one local government's gainsharing plan. The employees' perceived ability to affect the savings on which the gainsharing award is based, their influence over the components included in the gainsharing calculations, control over the criteria used in determining individual eligibility for a gainsharing award and an employee ranking of individual actor influence on the gainsharing plan are measured. }, number={1}, journal={PUBLIC PERSONNEL MANAGEMENT}, author={Patton, KR and Daley, DM}, year={1998}, pages={117–131} }
 @article{daley_naff_1998, title={Gender differences and managerial competencies: Federal supervisor perceptions of the job of management}, volume={18}, DOI={10.1177/0734371x9801800204}, abstractNote={ The basic competencies underlying the task of management are examined using the U S Merit Systems Protection Board's 1991 Federal First-Line Supervisors survey (based on the US. Office of Personnel Management's Management Excellence Inventory "job analysis") This paper tests whether male and female supervisors perceive the essential responsibilities of the managenal job similarly }, number={2}, journal={Review of Public Personnel Administration}, author={Daley, Dennis and Naff, K. C.}, year={1998}, pages={41–56} }
 @article{daley_1998, title={The decline and fall of the Roman Empire: Lessons on management}, volume={21}, DOI={10.1080/01900699808525300}, abstractNote={The Roman Empire experienced decline and renewal on many occasions. While certainly political in nature, the solution to these imperial crises also entailed the successful application of management. In examining the history of these imperial crises, four major managerial themes can be seen: (1) organizational legitimacy, (2) anti-corruption, (3) organizational stability, and (4) effective leadership. The combination of these led to an assured imperial renewal. First renewal entailed the identification of the regime with what could be termed as an “organizational culture” -- the moral ideal of the Empire. Second, renewal entailed reform of the abuses and corruption that had, in many instances, contributed to the decline. Third, renewal necessitated the institutionalization of these reforms thought the establishment of an effective administrative structure. Fourth, the strength of character of visionary leadership was required. The Roman Empire endured through its ability to integrate these four elements - ...}, number={1}, journal={International Journal of Public Administration}, author={Daley, Dennis}, year={1998}, pages={127–143} }
 @article{daley_vasu_1997, title={North Carolina employee perceptions in the evaluation of supervisors: putting the super in supervisor}, volume={25}, DOI={10.1111/j.1747-1346.1997.tb00464.x}, abstractNote={Assuming a capable and willing workforce, most organizations succeed or fail due to the quality of the direction provided by their leaders and managers. The first‐line supervisor is a major linking pin in the chain of organizational outputs. Using a random sample of North Carolina state employees, this paper explores dimensions of supervisory effectiveness. Employing regression analysis with cross‐sectional data, it examines employee attitudes linked to the evaluation of their supervisor. Eliminated as important predictors of supervisory effectiveness were numerous extraneous factors—education, paygrade level, race, and gender. The remaining job and work characteristics (job satisfaction, degree of political interference, and efforts at team building), variables over which supervisors indeed exercise some degree of direct control, were clearly related to evaluation of supervisory effectiveness. This research, focused on public sector workers, underscores that in terms of supervisory evaluations employees take pains to link authority and responsibility.}, number={4}, journal={Southeastern Political Review}, author={Daley, Dennis and Vasu, M. L.}, year={1997}, pages={731–749} }
 @article{daley_1997, title={Putting the super in supervisor: Determinants of federal employee evaluation of supervisors}, volume={26}, ISSN={["0091-0260"]}, DOI={10.1177/009102609702600301}, abstractNote={ A regression analysis of the cross-sectional 1989 Merit Principles Survey ( MPS) of Federal employees (U.S. MSPB 1990) examines employee assessment of their supervisor. Job and work characteristic attitudes (along with demographic controls) are analyzed. Analysis eliminated were extraneous control factors related to age, years of service, education, paygrade, supervisory status and gender. Among the job-specific and organizational work characteristics, employees clearly distinguished those items over which supervisors exercised some degree of control from those that were deemed beyond their grasp. The performance appraisal process and the duties of protecting the merit system from prohibited practices are crucial. More general notions of job satisfaction and, especially, intrinsic motivation are also seen as related to supervisory responsibilities. }, number={3}, journal={PUBLIC PERSONNEL MANAGEMENT}, author={Daley, DM}, year={1997}, pages={301–311} }