This article addresses the issue of public sector motivation. Essentially, do public sector employees elicit different motives regarding their work expectations in contrast to people working in the private sector? For instance, do public sector employees have a higher need to serve the public and a lower need for monetary rewards? This article explores the conceptual and theoretical basis for public sector motivation and then reports the results of a small empirical study that tests hypotheses derived from these constructs. Our findings suggest that if public sector motivation does exist, that its effect on employee behavior and attitudes toward work expectations and personal goals is negligible at best.

This paper reports the attitudinal findings of an ongoing study of county government professionals regarding a newly implemented performance appraisal and merit pay system More specifically, the study explores whether these attitudes change from before to after implementation ofthese systems Finally, the study examines whether leadership credibility and other variables in any way enhance the chances for success in implementing these human resource technologies The findings indicate, for example, that leader credibility and motivation to change on the part of the leader signifi cantly increases employee acceptance toward performance appraisal and merit pay

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This study examines the relationship between employee perceptions of performance appraisal and both employee burnout and experienced job satisfaction in a county government. More specifically, the authors examine whether the following aspects of performance appraisal are related to burnout and job satisfaction: instrument validity, distributive justice, and procedural justice. The results indicate a modest relationship between these three independent variables and job satisfaction, as well as a modest relationship between procedural and distributive justice and job burnout for a sample (N = 134) of professional county employees. The implications of these findings for managers are also explored.

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