Under certain conditions, output related performance measurement and pay-for-performance produce negative outcomes. We argue that in public service, these negative effects are stronger than in the private sector. We combine Behavioural Economics and Management Control Theory to determine under which conditions this is the case. We suggest as alternatives to the dominant output related pay-for-performance systems selection and socialization, exploratory use of output performance measures, and awards.

Poly(oxymethylene) dimethyl ethers (OME) reduce the soot formation during the combustion process, when added to diesel fuels. OME are a Gas-to-Liquid (GtL) option as they can be produced via methanol from natural gas or renewable feedstocks. This work deals with the synthesis of OME from the educts formaldehyde and methanol in aqueous solutions. The studied mixtures are complex reacting systems in which besides OME, also poly(oxymethylene) glycols and poly(oxymethylene) hemiformals are present. The chemical equilibrium of the OME formation is studied in a stirred batch reactor varying in the educts' overall ratio of formaldehyde to methanol and the amount of water and varying the temperature between 333.15 K and 378.15 K. A mole fraction-based, as well as an activity-based model of the chemical equilibrium of the OME formation are developed, which explicitly account for the formation of poly(oxymethylene) glycols and poly(oxymethylene) hemiformals. Information on the latter reactions from literature are confirmed by NMR experiments in the present work.

In recent years, much research has been conducted on the relationship between public service motivation (PSM) and various outcomes, including job satisfaction. Th is article presents a meta-analysis aggregating the eff ects of PSM on job satisfaction. Meta-regression analysis is used to assess the impact of numerous study characteristics and to identify potential issues of publication bias. Th e fi ndings, based on 28 separate studies, show no evidence of publication bias and support the positive relationship between PSM and job satisfaction. Furthermore, the results support the importance of providing individuals with the opportunity to serve the public within this relationship. Given the organizational benefi ts that can be derived from improved job satisfaction and the focus of PSM research on its implications for job satisfaction, these fi ndings are of interest to both academics and practitioners in the fi eld of public administration. Practitioner Points• Activating PSM-related needs is a low-cost driver of job satisfaction.• Managers aiming to increase job satisfaction in their organizational units through PSM should put particular emphasis on responding to individuals' self-sacrifi ce and commitment to the public interest.• Practitioners should actively seek and create opportunities to serve citizens directly when aiming to increase the job satisfaction of their employees. A Meta-Analysis of the Relationship between Public Service Motivation and Job SatisfactionMichael McGuire, Editor Fabian Homberg Dermot McCarthyBournemouth University, United Kingdom Vurain TabvumaUniversity of Surrey, United Kingdom P ublic service motivation (PSM) is often proposed as a means to improve performance and overcome incentive problems in the public sector. PSM is defi ned as "a particular form of altruism or prosocial motivation that is animated by specifi c dispositions and values arising from public institutions and missions" (Perry, Hondeghem, and Wise 2010, 682). Introduced by Perry and Wise (1990), the concept is based on the argument that the motivation of public servants can be clustered into rational, normbased, and aff ective motives. Research on PSM is now widespread (e.g., Andersen 2009; Coursey et al. 2011;Leisink and Steijn 2009;Taylor and Westover 2011;, and the literature has developed several defi nitions for it (see Brewer and Selden 1998;Perry and Wise 1990;Vandenabeele 2007).In this article, our main focus is the relationship between PSM and job satisfaction, which was selected for several reasons. First, the literature provides mixed and partly confl icting fi ndings regarding the positive eff ects of PSM on job satisfaction (e.g., Gabris and Simo 1995;Lewis and Frank 2002). Second, job satisfaction is one of the most extensively researched areas in organizational behavior (Rainey 2003), and it has been linked to many performance-related outcomes, including turnover (Eby et al. 1999), commitment (Boardman and Sundquist 2009), and organizational citizenship behaviors (Organ and Ryan 1995). ...

Empirical research investigating the impact of top management team (TMT) diversity on executives' decision making has produced inconclusive results. To synthesize and aggregate the results on the diversity-performance link, a meta-regression analysis (MRA) is conducted. It integrates more than 200 estimates from 53 empirical studies investigating TMT diversity and its impact on the quality of executives' decision making as reflected in corporate performance. The analysis contributes to the literature by theoretically discussing and empirically examining the effects of TMT diversity on corporate performance. Our results do not show a link between TMT diversity and performance but provide evidence for publication bias. Thus, the findings raise doubts on the impact of TMT diversity on performance.Keywords top management team, diversity, meta-regression analysis, performance TMT Diversity and the Performance LinkThere has been a surge of interest in top management team (TMT) research during the last several decades since the publication of the paper by Hambrick and Mason (1984) introducing the upper echelons (UE) perspective. The

The importance of teamwork skills as part of employability has been widely acknowledged and accompanied by active research on successful cooperative learning. However, relatively few studies have focused on the effects of gender on students' group work, and only a limited number of empirical studies exist that examine students' group work process and performance through the results of self-and peer-assessment. This study examines the effects of gender on group work process and performance using the self-and peer-assessment results of 1,001 students in British higher education formed into 192 groups. The analysis aggregates all measures on the group level in order to examine the overall group performance. Further, a simple regression model is used to capture the effects of group gender compositions. Results suggest that students in gender-balanced groups display enhanced collaboration in group work process associated with less social loafing behaviours and more equitable contributions to the group work.However, the results imply that this cooperative learning environment does not lead to higher student performance. Students' comments allow us to explore possible reasons for this finding. The results also indicate underperformance by all-male groups and reduced collaborative behaviours by solo males in male gender exception groups (i.e. groups consisting of one male student and other members being female). The results thus have implications for the composition of groups. The pedagogical implications of these findings are discussed.