The role of organizations in fostering public service motivation DP Moynihan, SK Pandey Public administration review 67 (1), 40-53, 2007 | 1467 | 2007 |
Pulling the levers: Transformational leadership, public service motivation, and mission valence BE Wright, DP Moynihan, SK Pandey Public administration review 72 (2), 206-215, 2012 | 979 | 2012 |
The Big Question for Performance Management: Why Do Managers Use Performance Information? DP Moynihan, SK Pandey Journal of public administration research and theory 20 (4), 849, 2010 | 932 | 2010 |
Finding workable levers over work motivation: Comparing job satisfaction, job involvement, and organizational commitment DP Moynihan, SK Pandey Administration & Society 39 (7), 803-832, 2007 | 810 | 2007 |
The ties that bind: Social networks, person-organization value fit, and turnover intention DP Moynihan, SK Pandey Journal of public administration research and theory 18 (2), 205-227, 2008 | 762 | 2008 |
Public service motivation and the assumption of person—Organization fit: Testing the mediating effect of value congruence BE Wright, SK Pandey Administration & society 40 (5), 502-521, 2008 | 723 | 2008 |
Testing how management matters in an era of government by performance management DP Moynihan, SK Pandey Journal of Public Administration Research and Theory 15 (3), 421-439, 2005 | 682 | 2005 |
Setting the Table: How Transformational Leadership Fosters Performance Information Use DP Moynihan, SK Pandey, BE Wright Journal of Public Administration Research and Theory, 2011 | 608 | 2011 |
Transformational leadership in the public sector: Does structure matter? BE Wright, SK Pandey Journal of public administration research and theory 20 (1), 75-89, 2010 | 587 | 2010 |
Public service motivation and interpersonal citizenship behavior in public organizations: Testing a preliminary model SK Pandey, BE Wright, DP Moynihan International public management journal 11 (1), 89-108, 2008 | 549 | 2008 |
Research note: Public and private managers' perceptions of red tape HG Rainey, S Pandey, B Bozeman Public Administration Review, 567-574, 1995 | 504 | 1995 |
Connecting the dots in public management: Political environment, organizational goal ambiguity, and the public manager's role ambiguity SK Pandey, BE Wright Journal of Public Administration Research and Theory 16 (4), 511-532, 2006 | 465 | 2006 |
Further dissecting the black box of citizen participation: When does citizen involvement lead to good outcomes? K Yang, SK Pandey Public administration review 71 (6), 880-892, 2011 | 449 | 2011 |
Antecedents and correlates of public service motivation SK Pandey, EC Stazyk Motivation in public management: The call of public service, 101-117, 2008 | 442 | 2008 |
Red tape and public employees: Does perceived rule dysfunction alienate managers? L DeHart-Davis, SK Pandey Journal of Public Administration Research and Theory 15 (1), 133-148, 2005 | 431 | 2005 |
Public service motivation measurement: Testing an abridged version of Perry's proposed scale DH Coursey, SK Pandey Administration & Society 39 (5), 547-568, 2007 | 429 | 2007 |
Red tape and public service motivation: Findings from a national survey of managers in state health and human services agencies PG Scott, SK Pandey Review of Public Personnel Administration 25 (2), 155-180, 2005 | 426 | 2005 |
Gender dimensions of public service motivation L DeHart‐Davis, J Marlowe, SK Pandey Public administration review 66 (6), 873-887, 2006 | 400 | 2006 |
We Know the Yin—But Where Is the Yang? Toward a Balanced Approach on Common Source Bias in Public Administration Scholarship B George, SK Pandey Review of Public Personnel Administration, 0734371X17698189, 2017 | 399 | 2017 |
Penetrating the performance predicament: Communication as a mediator or moderator of organizational culture’s impact on public organizational performance JL Garnett, J Marlowe, SK Pandey Public administration review 68 (2), 266-281, 2008 | 361 | 2008 |