Representative Bureaucracy, Organizational Strategy, and Public Service Performance: An Empirical Analysis of English Local Government | Zendy

Rhys Andrews | Zendy

Open Access

Representative Bureaucracy, Organizational Strategy, and Public Service Performance: An Empirical Analysis of English Local Government

Author(s) -

Rhys Andrews

Publication year - 2005

Publication title -

journal of public administration research and theory

Language(s) - English

Resource type - Journals

eISSN - 1477-9803

pISSN - 1053-1858

DOI - 10.1093/jopart/mui032

Subject(s) - bureaucracy , local government , perception , public service , government (linguistics) , empirical research , empirical evidence , public administration , service (business) , business , political science , public relations , politics , marketing , psychology , law , linguistics , philosophy , epistemology , neuroscience

The theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on organizational strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of organizational strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector strategy are able to mitigate this negative relationship

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