Sabharwal, Meghna

Permanent URI for this collectionhttps://hdl.handle.net/10735.1/6347

Meghna Sabharwal is a Professor and Ph.D. Director in the Public and Nonprofit Management program. In 2019 she won the best paper award from the LGBT Advocacy Alliance Section of the American Society for Public Administration for her work on the importance of creating an inclusive workplace. Her research interests include:

  • Human resource management
  • Workforce diversity
  • Job satisfaction and productivity
  • Comparative human resources practices
  • High-skilled migration

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    Inclusive Work Practices: Turnover Intentions Among LGBT Employees of the U.S. Federal Government
    (Sage) Sabharwal, Meghna; Levine, Helisse; D'Agostino, Maria; Nguyen, Tiffany; 0000-0003-1294-559X (Sabharwal, M); 293512785 (Sabharwal, M); Sabharwal, Meghna
    The federal government lags behind in progressive civil rights policies in regard to universal workplace antidiscrimination laws for lesbian, gay, bisexual, and transgender (LGBT) Americans. The slow progress matters to inclusionary workplace practices and the theory and practice of public administration generally, as recognition of LGBT rights and protection are constitutive of representative bureaucracy and promoting social equity. This study examines the turnover intention rates of self-identified LGBT employees in the U.S. federal government. Using the Office of Personnel Management’s inclusion quotient (IQ), and 2015 Federal Employee Viewpoint Survey (FEVS), we identify links in the relationships between workplace inclusion and turnover outcomes among LGBT individuals. We also examine the impact of agency type on LGBT turnover rates based on Lowi’s agency classification type. Key findings suggest that LGBT employees express higher turnover intentions than those that identify as heterosexuals/straight, and LGBT employees who perceive their agencies as redistributive or communal are less likely to experience turnover intentions. However, an open and supportive workplace environment had a positive impact on turnover, suggesting that to implement effective structural change in an organization’s culture of inclusion, public sector managers must do more than merely “talk the talk.” This finding is also suggestive of LGBT employees’ desire to avoid the stigma of being LGBT and hide their identities. Institutions must heed the invisible and visible identities of their employees to be truly inclusive. Workplace practices that acknowledge the invisible and visible identities of their employees are a positive step toward real workplace inclusion.
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    Procedural Fairness, Public Service Motives, and Employee Work Outcomes: Evidence from Pakistani Public Service Organizations
    (Sage Publications Inc., 2017-07-05) Quratulain, S.; Khan, A. K.; Sabharwal, Meghna; 0000-0003-1294-559X (Sabharwal, M); 293512785 (Sabharwal, M); Sabharwal, Meghna
    Studies in public administration hypothesize the direct effect of public service motivation (PSM) on employee attitudes and behavior. We examine the relationship between public employees’ perceptions of procedural fairness on job satisfaction and organizational commitment, and propose the moderating effect of PSM dimensions on the aforementioned relationships. Using a sample of 232 respondents drawn from multiple public service organizations, our findings indicate a positive relationship between procedural fairness perceptions and employee work outcomes (job satisfaction and organizational commitment). PSM dimensions of attraction to policy making (rational motive) and public interest (normative motive) moderate the relationship between procedural fairness and employee outcomes. However, their effect was significant only for individuals who experienced low levels of these motivations. The moderating effect of compassion (affective motive) was significant for individuals possessing high level of compassion. The implications and future research directions are discussed. © The Author(s) 2017.
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    Race and Gender Representation in Presidential Appointments, SES, and GS Levels, During Clinton, Bush, and Obama Administrations
    (Sage Publications Inc, 2016-06-23) Anestaki, Aikaterini; Sabharwal, Meghna; Connelly, Kenneth; Cayer, N. Joseph; Anestaki, Aikaterini; Sabharwal, Meghna
    Achieving a representative bureaucracy that reflects the attitudes, values, and policy choices of women and racial minorities is imperative, as the gap in the representation of those groups in the federal workforce is growing. We examine to what extent female and minority representation in political appointments, Senior Executive Service (SES), and General Schedule (GS) 1-15 levels reflect presidents' commitment to diversity. We use data from the U.S. Office of Personnel Management to compare the tenures of presidents William J. Clinton (1993 to 2000), George W. Bush (2001-2008), and Barack H. Obama (2009-2013), and examine the employment trends from 1993 to 2013.

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