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This purpose of this paper is to examine whether and how different diversity approaches of public, semi-public and private sector organizations affect negative treatment experienced in the workplace. Broadly speaking, organizations might either approach diversity as a problem of inequality or as a resource and an added value for the organization. As such, a pro-equality and a pro-diversity approach can be distinguished which are both examined in this paper.

In a quantitative study, structural equation modeling was used on survey data of a representative sample of Dutch employees.

Results show that while both approaches are negatively associated with negative treatment, the pro-diversity is most strongly so. Sector differences were less pronounced than expected, although employees across different sectors of employment benefit from both the approaches to a different extent.

Further research examining the effect of diversity approaches to negative treatment across sectors is required. Suggestions for further research are discussed.

Looking at sector differences, the findings showed that employees across public, semi-public and private sector organizations benefitted from the diversity approaches to a different extent. Organizations across different sectors are therefore suggested to adopt different diversity approaches to combat negative treatment in the workplace.

Most studies either focus on a pro-equality or pro-diversity approach. The present study combines both and, moreover, pays attention to the way both approaches affect negative treatment experienced in the semi-public sector. Examining variation within the public sector is unique in the context of diversity research.

This illustrative case study describes and evaluates drivers of effective inter-organizational collaboration to mitigate the impact and spread of COVID-19 among homeless people in two cities in the Netherlands. The aims of this study are: (1) to explore the strategic and operational policy responses in two local integrated care settings at the start of the crisis, (2) to identify best policy practices and lessons learned. The authors interpret and evaluate the findings by combining insights from the population health management (PHM) and collaborative governance literature.

The authors describe and illustrate the experiences of two Dutch municipalities, Rotterdam and The Hague, in the early policy responses to sudden operational challenges around the impact of COVID-19 on homeless people as experienced by local decision-makers, medical doctors and clients.

The authors show that best policy practices revolve around (1) using data and risk stratification methods for identifying and targeting populations at-risk in local policy making, and (2) having an inter-organizational data sharing architecture in place ex ante. These two factors were clear prerequisites for tailor-made policy responses for newly-defined groups at risk with the existing and well-documented vulnerable population, and executing crisis-induced tasks efficiently.

This paper is among the first to illustrate the potential of combining collaborative governance and PHM perspectives to identify key drivers of effective local governance responses to a healthcare crisis in an integrated care setting.

Multifaceted issues such as safety, social inclusion, poverty, mobility, rural development, city regeneration or labour market integration require integrated approaches in their steering. Governments are looking for instruments that can address the boundary-spanning nature of many social problems. In their quest to achieve valued social outcomes, they struggle with their new role, and the inadequacy of both market working and government-led central agency. After three decades of New Public Management (NPM)-style reforms, the strengths and weaknesses of this philosophy have become widely apparent. Fragmentation is a prominent observation in many evaluations of the NPM approach. The fragmentation of both policy and implementation lead to unsatisfactory public outcomes and a heightened experience of a loss of control on the part of policymakers. Achieving valued and sustainable outcomes requires collaboration between government departments, private actors, non-profit organisations, and citizens and requires tools that integrate the lessons of NPM with the new necessities of coordinated public governance. The public administration literature has in recent years been concerned with the ‘what's next?’ question, and many alternatives to NPM have been proposed.

The purpose of this paper is to explore the differences in turnover and turnover intention by gender and ethnicity. In addition, it seeks to examine the effects of diversity management on turnover intention.

A theoretical framework is constructed on the basis of ASA‐ and PO‐fit literature and previous research on diversity management and turnover. By analyzing two large‐N survey datasets the determinants of turnover and turnover intention of both native Dutch and ethnic minority men and women are examined.

Results show that women's turnover is most commonly associated with intrinsic factors, whereas men's decisions to leave the public sector are most commonly motivated by extrinsic factors. For ethnic minority men, the management of the organization and the leadership style of the supervisor are important determinants of any intention to leave the public sector. There is only a modest negative effect of diversity management on turnover intention.

To build and retain a diverse workforce, HRM policies in the public sector that used to be standardized and collective, should be adapted to the needs and values of the various categories of employees.

The effective management of diversity will increasingly be a central issue for public sector management. This article provides an understanding of the strategies that Dutch public sector organizations could employ to limit turnover of both native Dutch and ethnic minority men and women.

The purpose of this paper is to examine if and how diversity management outcomes differ across non-native and native Dutch groups within public sector organizations. The effects of diversity management on the extent employees feel their organizational environment is inclusive and on their attitudes and behaviour, are expected to be dependent on how diversity management is perceived by non-native and native Dutch employees in the organization. Drawing on social exchange theory, the authors expect that employees who positively value diversity management practices will reciprocate through showing attitudes and behaviours that are valued by the organization. Since social exchange refers to a social relationship between the employee and the organization that goes beyond the formal contract alone, the authors analyse affective commitment and organizational citizenship behaviour (OCB) as employee outcomes.

The authors analyse data from a quantitative survey of a sample of Dutch central government employees and use structural equation modelling (SEM) to analyse the consequences of diversity management across non-native and native Dutch employee groups.

Results show that diversity management is associated with higher levels of inclusion which in turn boosts affective commitment and OCB of both non-native and native Dutch employees.

The findings show that higher levels of diversity management is associated with an increased inclusive environment, which in turn boosts employees’ affective commitment and OCB. This effect is equal for social-demographic diverse groups. Public managers should therefore implement diversity management that focus on creating an environment that is inclusive for all employees. The positive employee attitudes and behaviour resulting from this can contribute to achieving organizational goals.

This paper combines theory on diversity management outcomes and social exchange to empirically explore and explain group differences by testing these linkages using SEM.

The chapters in this book have all in some way focused on new steering instruments in the public sector, or on how governments, often in collaboration with other actors, attempt to achieve integrated results and broad social outcomes. The trend away from the traditional and NPM-style prescriptions, the latter of which often resulted in a certain degree of fragmentation and a loss of steering capacity (Terry, 2005), is visible in a wide range of areas, both on the delivery level, and on the more strategic level. This has put the need to coordinate the public sector and to find new ways of steering firmly on the agenda (Braun, 2008; Bouckaert et al., 2010).

The purpose of this paper is to examine gender differences in promotion probabilities of the academic staff of a large university in The Netherlands, taking into account the sex segregated context of the faculty.

The study uses records of the university's personnel information system from 1990 to 2006, covering the data of 1,792 employees in the academic ranks who have entered since 1990. Cox regression models are used to test three hypotheses.

The findings show that women have lower promotion probabilities than men. The gender differences are primarily explained by differences in years of service and external mobility, and not by the sex segregated context of the faculty. A higher share of women decreases the odds of being promoted for both men and women. Gender differences in working hours do not explain the gender differences in promotion probabilities.

The paper adds to the existing literature because event history analyses have hardly been applied to personnel records for investigating the impact of the sex segregated context on promotion probabilities.