Public Administration Review

The events of September 11, 2001, have raised troubling questions regarding the reliability and security of American commercial air travel. This article applies the concepts and logic of high–reliability organizations to airport security operations. Contemporary decision theory is built on the logic of limited or buffered rationability and is based on the study of error–tolerant organizations. The concept of high–reliability organizations is based on the study of nearly error–free operations. For commercial air travel to be highly secure, there must be very high levels of technical competence and sustained performance; regular training; structure redundancy; collegial, decentralized authority patterns; processes that reward error discovery and correction; adequate and reliable funding; high mission valence; reliable and timely information; and protection from external interference in operations. These concepts are used to inform early–stage issues being faced by both local airports and the newly established Transportation Security Administration.

Networks have assumed a place of prominence in the literature on public and private governing structures. The many positive attributes of networks are often featured—the capacity to solve problems, govern shared resources, create learning opportunities, and address shared goals—and a literature focused on the challenges networks pose for managers seeking to realize these network attributes is developing. The authors share an interest in understanding the potential of networks to govern complex public, or “wicked,” problems. A fundamental challenge to effectively managing any public problem in a networked setting is the transfer, receipt and integration of knowledge across participants. When knowledge is viewed pragmatically, the challenge is particularly acute. This perspective, the authors argue, presents a challenge to the network literature to consider the mind‐set of the managers—or collaborative capacity‐builders—who are working to achieve solutions to wicked problems. This mind‐set guides network managers as they apply their skills, strategies, and tools in order to foster the transfer, receipt, and integration of knowledge across the network and, ultimately, to build long‐term collaborative problem‐solving capacity.

Job segregation—the tendency for men and women to work in different occupations—is often cited as the reason that women's wages lag men's. But this begs the question: What is it about women's jobs that causes them to pay less? We argue that emotional labor offers the missing link in the explanation. Tasks that require the emotive work thought natural for women, such as caring, negotiating, empathizing, smoothing troubled relationships, and working behind the scenes to enable cooperation, are required components of many women's jobs. Excluded from job descriptions and performance evaluations, the work is invisible and uncompensated. Public service relies heavily on such skills, yet civil service systems, which are designed on the assumptions of a bygone era, fail to acknowledge and compensate emotional labor.

Although performance management processes are widely assumed to be beneficial in improving organizational performance in the public sector, there is insufficient empirical evidence to back this claim. In this article, the authors examine the impact of performance management practices on organizational effectiveness in a particular segment of the public transit industry in the United States. The analysis utilizes original survey data on performance management practices comprising both strategy formulation and performance measurement in 88 small and medium‐sized local transit agencies in conjunction with comparative outcome data drawn from the National Transit Database maintained by the Federal Transit Administration. The results provide evidence that more extensive use of performance management practices does in fact contribute to increased effectiveness in this segment of the transit industry.