Edmund C Stazyk

University of Tennessee Knoxville, Baker School of Public Policy and Public Affairs, Faculty Member

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Edmund Stazyk is the Associate Dean of Academic Affairs in the Baker School of Public Policy and Public Affairs at the University of Tennessee, Knoxville. Professor Stazyk's research focuses on the application of organization theory and behavior to public management, public administration theory, and human resource management. His research interests include organizational and individual performance with an emphasis on employee motivation. He also conducts research on bureaucracy and organizational design, ethics, and human capital.

Professor Stazyk’s work has appeared in the Journal of Public Administration Research and Theory, Public Administration Review, Public Administration, the American Review of Public Administration, Administration & Society, and the Review of Public Personnel Administration. He has also co-edited two books and written several book chapters.

Stazyk is a fellow of the Center for Organizational Research and Design at Arizona State University and the Local Government Workplace Initiative at UNC-Chapel Hill. He currently sits on several editorial boards. Before joining the Baker School, he was on the faculty at American University and the University at Albany. He also served as a town councilor, a planning commissioner and a public service district board member in West Virginia.

Dr. Stazyk earned a PhD in public administration from the University of Kansas, an MPA from the University of Akron, and a BA in public administration from Miami University-Oxford.
Address: University of Tennessee, Knoxville
Baker School of Public Policy & Public Affairs
1640 Cumberland Avenue
Knoxville, TN 37996

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To appear in upcoming issues of

Introduction to the Handbook of American Public Administration

Edward Elgar Publishing eBooks, Oct 23, 2018

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Motivation-Based Theories of Organization

Springer eBooks, 2022

A tribute to H. George Frederickson – One of public administration’s modern-day founding fathers

Journal of Public Affairs Education, 2020

On Friday, July 24, 2020, public administration lost one of its giants, H. George Frederickson, a... more

The Anatomy of Retention in the Federal Government: Different Strokes for Some Folks?

Academy of Management Proceedings, 2015

Employee turnover imposes considerable costs on organizations. Turnover results from retirement, ... more

A commentary on “Different strokes for different folks? The translation of public values into official meanings”

International Review of Administrative Sciences

This commentary on the article “Different strokes for different folks? The translation of public ... more

Conclusions: where does motivation research in public administration go from here?

Qui se ressemble s’assemble : l’influence des désaccords entre le manager et son subalterne quant à la clarté des objectifs sur la congruence des valeurs et l’engagement organisationnel

Revue Internationale des Sciences Administratives, 2021

Experience, Emotion, and Exhaustion: How Unionization Influences Emotional Labor

Review of Public Personnel Administration, 2022

While HRM scholars have built a rich body of knowledge regarding emotional labor (EL), we know co... more While HRM scholars have built a rich body of knowledge regarding emotional labor (EL), we know comparatively less about the social origins of EL components and individual outcomes in government work contexts. To address this gap, we employ conservation of resources theory to examine how one prominent social institution within government organizations, labor unions, influence the process through which EL shapes one individual-level outcome, emotional exhaustion. We also draw from the process model of EL developed by Brotheridge and Lee to evaluate one specific countervailing resource, person-job fit. Results obtained using data from the 2016 U.S. Merit Principles Survey suggest that unionization indirectly increases emotional exhaustion via increases in the perceived need for false face acting. While unionization does not have a direct relationship with person-job fit, perceived increases in the need for false face acting contributes to emotional exhaustion by reducing person-job fit.

Intergenerational Social Equity, and the Socially Responsible Organization

Drawing on perspectives from several academic traditions, we argue that sustainability is best un... more Drawing on perspectives from several academic traditions, we argue that sustainability is best understood as intergenerational social equity. When viewed thusly, it is possible to determine what socially responsible organizations look like in practice. After reviewing historic claims and evidence of sustainability, we turn to modern applications of institutionally based sustainability. We then describe sustainability in the framework of an intergenerational social equity model, claiming that the legacies of social and cultural institutions are evidence of sustainability in action. We conclude with a discussion of what it means for an organization to be socially responsible given our understanding of sustainability.

Probing the Links between Workforce Diversity, Goal Clarity, and Employee Job Satisfaction in Public Sector Organizations

Administrative Sciences

A considerable body of research substantiating the importance of workforce diversity to public or... more A considerable body of research substantiating the importance of workforce diversity to public organizations has accrued over the past two decades. However, research on workforce diversity has also been narrow in scope and frequently fails to link diversity to important individual and organizational outcomes. Using data (n = 1,109,134 employees from 500 sub-agencies) collected in three waves (2010, 2011, and 2012) of the Federal Employee Viewpoint Survey (FEVS), this study examines whether (1) increased diversity influences organizational goal clarity, (2) diversity and goal clarity, in turn, influence employee job satisfaction, and (3) diversity management policies influence job satisfaction by clarifying organizational goals for workers. FEVS is administered yearly by the U.S. Office of Personnel Management (OPM) and is designed to assess whether and to what extent federal employees believe the characteristics of successful organizations are present in their agency. Results from a...

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Putting the international in Public Administration: An International Quarterly . A historical review of 1992‐2022

Public Administration

Handbook of American Public Administration

Handbook of American Public Administration, 2018

Motivation-Based Theories of Organization

Global Encyclopedia of Public Administration, Public Policy, and Governance, 2016

More dissimilar than alike? Public values preferences across US minority and white managers

Public Administration, 2017

Interest in public values has grown considerably over the past two decades. Much of this attentio... more Interest in public values has grown considerably over the past two decades. Much of this attention reflects a growing awareness that public values hold considerable significance for citizens and public employees. Yet, despite the rapid expansion of research on public values, we still know little about the role of race in shaping and determining public employees’ values preferences. To begin remedying this gap, this article examines whether minority and white public managers in large US local governments exhibit the same value preferences when making departmental decisions. Results from a multiple group confirmatory factor analysis indicate that minority and white managers express similar preferences for traditional public administration values; however, minority managers report a stronger preference for both traditional public administration (e.g., efficiency and effectiveness) and social equity-oriented (e.g., equity, representation) values.

Probing the Links between Workforce Diversity, Goal Clarity, and Employee Job Satisfaction in Public Sector Organizations

This article is an open access article distributed under the terms and conditions of the Creative... more

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Education matters in how public servants approach administrative ethics

Recent scandals in the US government such as the Veterans Health Administration scandal point to ... more Recent scandals in the US government such as the Veterans Health Administration scandal point to the need to reexamine how much autonomy and discretion public servants are able to exercise. In new research which examines the ethical behavior of public servants, Edmund C. Stazyk finds that highly trained managers view organizational problems through a compliance based, legalistic lens and one which is based on their own personal moral compass. He argues that by providing public servants with more educational opportunities, they may be more likely to use this ‘fusion’ approach to ethical decision making.

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Working in the Hollow State : Exploring the Link between Public Service Motivation , Contracting , and Collaboration

strong public service motives are no more (or less) likely to value monitoring and sanctioning co... more strong public service motives are no more (or less) likely to value monitoring and sanctioning collaboration partners or believe monitoring and sanctioning translate into better organizational performance. Taken together, these findings support the importance of relational contracting, social networking, and trust in the contracting process. Results further suggest NPM and PSM may be complimentary when collective institutional environments exist.

format_quoteHigher public service motivation correlates with increased trust in collaboration partners and perceptions of organizational effectiveness.format_quote

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Symposium on HRM, "Big Government Conservatism," and the Personnel Legacy of George W. Bush

Sir Walter Raleigh warned historians of the dangers of critiquing the events of one’s own days. J... more Sir Walter Raleigh warned historians of the dangers of critiquing the events of one’s own days. Judging “truth too near the heels,” wrote Raleigh, “[t]here is no mistress or guide that hath led her followers and servants into greater miseries” of misinterpretation (cited in Baucom, 1992, p. xiii). Still, scholars bent on rigorously, empirically, and systematically assessing events, activities, and policy initiatives in any era depend on early evaluative efforts as they begin accumu-lating evidence confirming, disconfirming, or amending more impressionistic con-temporary judgments. This symposium joins that early evaluative task as it applies to the emerging legacy of a key agenda component—federal human resource management (HRM) policy—of one of the most controversial yet consequential presidencies in U.S. history—that of George W. Bush.If nothing else, Bush’s presidency has demonstrated that presidents “need not be shackled by thin electoral margins, by bare majorities, in Congress...

Conclusion: where does US public administration go from here?

Edmund C Stazyk

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