A short measure of general policy alienation: Scale development using a 10‐step procedure
| Published date | 01 June 2017 |
| DOI | http://doi.org/10.1111/padm.12318 |
| Date | 01 June 2017 |
| Author | Nadine A.M. van Engen |
ORIGINAL ARTICLE
A short measure of general policy alienation: Scale
development using a 10-step procedure
Nadine A.M. van Engen
Department of Public Administration, Erasmus
University Rotterdam, The Netherlands
Correspondence
Nadine A.M. van Engen, Department of Public
Administration, Erasmus University Rotterdam,
Burgemeester Oudlaan 50, Rotterdam 3000
DR, The Netherlands.
Email: vanengen@fsw.eur.nl
Public administration research is becoming increasingly quantitative. As
seen in psychological and managerial research, the result is a growing
demand for valid and reliable measures. Given the tradition of contex-
tually embedded research in public administration –where research
should cover multiple factors to find useful answers to real-life pro-
blems –survey research should ideally incorporate many measures. This
is driving a need for short measures that do not compromise on validity
and reliability. In this study, a short measure of general policy alienation
is developed and tested, observing stringent criteria. The analyses on
three independent datasets(N = 1,183, N = 354, andN = 933) show
that the original multidimensional 26-item measure can be abbreviated
to a short five-item measure with limited compromises on validity and
reliability. Practical applications and methodological implications regard-
ing both the developed measure and the 10-step procedure used are
discussed.
1|INTRODUCTION
The implementation of government policies can put frontline workers –such as teachers, police officers and nurses –
under severe pressure (Lipsky 1980; Brehm and Gates 1999; Maynard-Moody and Musheno 2003; Hill and Hupe
2009; Tummers et al. 2009; Kiefer et al. 2015). This is, of course, not a problem in itself; but when frontline workers
are confronted with new policies –and the concomitant changes to rules, administrative procedures and finances,
for example –on a regular basis, then this may well cause problems. This applies particularly if the workers do not
recognize the added value of these policies (e.g. May and Winter 2009). As studies on change management have
suggested, repeated policy changes may lead to fatigue or apathy of frontline workers (Connell and Waring 2002).
This implies that they become indifferent to whatever new policy (change) is introduced, viewing new policies as
just the new ‘political flavour of the month’(see Herold et al. 2007). This results in suboptimal circumstances for
society at large, as public funds are invested in the formulation and implementation of government policies which
(apparently) are not supported by frontline workers. Ultimately, this impedes the improvement of public service
provision, as this is only likely to be achieved if actors operating at different levels of the system collaborate
willingly (Bryson et al. 2015).
DOI: 10.1111/padm.12318
512 © 2017 John Wiley & Sons Ltdwileyonlinelibrary.com/journal/padmPublic Administration. 2017;95:512–526.
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