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Social equity is rooted in the idea that each person is equal and has inalienable rights. Because of America's unique blend of social, religious, economic, and political characteristics, we value this concept despite, or perhaps because of the simultaneous tensions of a capitalist economy, which requires inequality, set within a democratic constitutional system, which assumes equality. The impossibility of simultaneously achieving inequality and equality produces episodic \"corrections.\" This was the case in the tumultuous 1960s, a period when the usually tame notion of equity gave rise to heated debate and resulted in calk for social change. Now, tumult in the form of economic inequality, unemployment, and globalization is a harbinger of renewed interest. This article explains the roots of the concept, its contemporary understandings, and its relevance to emerging issues.

The author's of the award-winning Emotional Labor now go inside the stressful world of suicide, rape, and domestic hotline workers, EMTs, triage nurses, and agency/deparment spokespersons, to provide powerful insights into how emotional labor is actually exerted by public servants who face the gravest challenges.

Responsiveness is important in public-service delivery. This study explores three elements that contribute to responsiveness—emotional labor, job engagement, and ethical leadership. Three findings emerge: First, in terms of workers and their expression of work-related emotion, authentic emotive expression relates positively with job engagement while pretending to feel the emotion being displayed has a negative relationship. Second, ethical leadership moderates the relationship between pretending and job engagement, in that higher levels of ethical leadership lessen the negative influence of pretense in emotive expression. This means that when employees must mask how they feel, ethical leadership compensates for the deleterious effect of expressing an emotion other than what one is feeling. This, in turn, helps to prevent decreased job engagement. Third, ethical leadership does not affect the relationship between authentic emotive expression and job engagement. The sample surveyed are government employees in China.

Every MPA student learns about organization theory but too few learn to \"see\" gender, both within the public service workforce and among clientele of the agency. Because organizations employ gendered structures and processes, it is incumbent on faculty to teach students not just about organizational architecture, but also how to identify the architectural elements that differentially influence women and men. Using a critical gender lens, we demonstrate how this point of view illuminates organizational dynamics that are otherwise assumed to be \"normal.\" With gender silence, inequities are perpetuated. A framework for incorporating gender cognizance in teaching is provided.

How do the concepts of emotional labor and artful affect translate into our understanding of leadership? Where would one find affective leadership in practice? To address these questions, the workdays of civil servants are examined. Based on interviews and focus groups, the authors set forth in their own words how social workers, 911 operators, corrections officials, detectives, and child guardians experience their work. These interviews reveal the centrality of emotion work in the service exchange and underscore affective leadership in practice. The authors conclude that the most important challenge facing public administrators is not to make work more efficient but to make it more humane and caring. Affective leadership, and recognition of the centrality of emotional labor therein, are the means by which this approach is championed.

Emotional labor is essential to public service at the street level. And there is evidence that it contributes to job satisfaction. But the interaction of gender with performance of emotional labor remains a conundrum, and more is known about the U.S. context than other cultures. To sort through this in a Confucian culture, we investigate how gender moderates the relationship between emotional labor, job satisfaction, and turnover intent. The study employs a multigroup structural modeling analysis using a survey of local government employees in Seoul, South Korea. Results indicate that for both women and men, authentically expressed emotion contributes to job satisfaction. But when workers must express an emotion they do not actually feel, the level of job satisfaction varies according to gender. While it is not associated with either job satisfaction or turnover intent for men, it affects both for women. Theoretical and managerial implications are discussed.

Thinking globally, acting locally. Regardless of nation, much of the work of public administration occurs at the street level and involves emotional labor. This article queries the linguistics of emotive expression for public service workers around the globe and in the process, explores nuances of gender. Of interest are these questions: Does emotive expression get lost in translation between the sexes? Are there gendered linguistic nuances to emotional labor that mask meanings? What is the influence of national culture? To answer, we compare the degree to which women and men respond similarly to questions about how they perform the emotive aspects of their jobs. Results show that culture and gender intertwine to shape how women and men interpret words. There is more commonality between women's and men's meanings in those cultures at the extremes of masculinity and femininity. At the center, where the masculinity/femininity of the culture is more ambiguous, the meanings of men and women are most diverse.

Purpose: The purpose of this study is to examine the effectiveness of self-managed work teams in government organizations. The article discussed three distinct indicators to organizational effectiveness: participant satisfaction, goal attainment, and system resources. Design/Methodology/Approach: Hypotheses were tested using structural equation modeling (SEM). Data were collected from a national survey of 176 city government employees from 24 American cities. Findings: Both self-management and teamwork were positively related to resource attainment. The study also found that teamwork related positively to job satisfaction as well as team performance. In addition, both self-management and teamwork were indirectly associated with team members' job satisfaction through team resource attainment. Implications: The central implication is that self-managed work teams can improve the effectiveness of organizational practice. However, the effect of self-managed work teams varies in terms of different indicators of effectiveness. Teamwork is a more powerful tool to increase organizational effectiveness than the self-management factor. Originality/Value: The most significant contribution of this study comes in the investigation of complex causal relationships among the effectiveness indicators and factors about self-managed work teams. These findings offer a more realistic model of how self-managed work teams achieve effectiveness.

Abstract During his 50-year career, H. George Frederickson contributed on multiple fronts: to better government, to a more thoughtful and rigorous public administration field, to better scholarship, to a network of scholars, and to collaborative interaction among practitioners and scholars. He was the founding Editor of the Journal of Public Administration Research and Theory as well as the Journal of Public Administration Education. He was one of the founders of the Public Management Research Association (PMRA) and was instrumental in establishing the world headquarters of PMRA at the University of Kansas School of Public Affairs, where he was the Edwin O. Stene Distinguished Professor. He was President of Eastern Washington University. A gifted writer and thinker who excelled in both breadth and depth, George published important articles and books, and won many awards for his scholarship. Most importantly, he was a catalyst for establishing social equity as the “third pillar” of public administration. In this article, five public administration scholars pay tribute to H. George Frederickson’s most influential scholarly works, with an emphasis on social equity and accountability. George’s impact outside of the United States, especially in South Korea, also is highlighted.

There is a thirst for meaning in theory, praxis, and citizenship that knowledge cannot quench. It is time for an affective turn in public administration scholarship, toward an appreciation for the pairing of cognition and emotion, rather than a reliance on cognition alone. For citizens to be engaged with government, they must care about it. It is not spreadsheets that cause people to love their country or hate it; it is feelings. Societal faultlines will not be healed by Big Data. The feeling that citizens have for their government must be both the beginning point and end point of the citizen-state encounter. The emotive component to governance is its connective tissue and the articles in this special issue demonstrate how it can inform theory, research, and practice.