Crowding Out Public Service Motivation? Comparing Theoretical Expectations with Empirical Findings on the Influence of Performance-Related Pay

Stazyk, Edmund C.

doi:10.1177/0734371x12453053

Cited by 77 publications

(66 citation statements)

References 52 publications

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“…Many recent studies have a bearing on developing motivation strategies (see, e.g., Anderfuhren-Biget, Varone, Giauque, & Ritz, 2010;Bellé, 2013Bellé, , 2014Chen, Hsieh, & Chen, in press;Fehrler & Kosfeld, 2012;French & Emerson, in press;Giauque, Anderfuhren-Biget, & Varone, 2013;Gould-Williams et al, in press;Jacobsen, Hvitved, & Andersen, in press;Jacobson, 2011;Paarlberg & Lavigna, 2010;Stazyk, 2013;Wright, Moynihan, & Pandey, 2012;Wright, Christensen, & Isett, 2013). The volume of new research, quality variations and conflicting results and interpretations flowing from such studies means that sorting out practical implications from the research is a substantial task.…”

Section: Research On Multiple Incentivesmentioning

confidence: 97%

The motivational bases of public service: foundations for a third wave of research

Perry

2014

Asia Pacific Journal of Public Administration

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Research on public service motivation has garnered significant attention from scholars, especially in the last two decades. This article divides the evolution of the research into three waves: definition and measurement; assessing and confirming construct validity and diffusion of the construct; and learning from past research and filling shortcomings and gaps. Significant contributions and benchmarks of the first two waves are identified. Four foundational activities are discussed that are present and will be important for advancing public service motivation research during the third wave. Some aspects of the research in the Asia Pacific region are highlighted.

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Section: Research On Multiple Incentivesmentioning

confidence: 97%

The motivational bases of public service: foundations for a third wave of research

Perry

2014

Asia Pacific Journal of Public Administration

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“…There are three useful strategies to mitigate this problem. Yet it is debatable how salient extrinsic incentives and sanctions are to public-sector workers (Alonso & Lewis, 2001;Brehm & Gates, 1999;Buelens & Van den Broeck, 2007;Georgellis et al, 2011;Stazyk, 2013). This approach also includes appealing to the extrinsic motivation of workers.…”

Section: Hiring and Dismissal As A Mission Building Mechanismmentioning

confidence: 99%

Do Personnel Policies Matter for Organizational Mission Coherence? A Public School Test

Cheng

2016

Review of Public Personnel Administration

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Public administration theory suggests that building mission coherence within an organization is important for its effectiveness. Personnel policies may influence the capacity to foster mission coherence. Through hiring or dismissal, managers could compose a staff of workers who match with the organizational mission and abide by its associated norms and values. Policies that limit the manager's influence over personnel may have the opposite effect. This article empirically tests this link between personnel policies and mission coherence within the U.S. public schools system. Ordinary least squares regression is used to analyze a nationally representative sample of nearly 6,500 schools. Results indicate that schools where administrators have greater influence over hiring decisions or face fewer formal barriers against dismissing teachers tend to have teachers who report greater mission coherence. Implications for theory and practice as well as study limitations are also discussed.

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“…While evidence has not entirely supported this hypothesis (Stazyk 2013), nevertheless the arguments proposing that pay for performance, a key component of performance management at the level of the individual employee, may damage the intentions of employees to engage in extrarole behavior are compelling and must be met.…”

Section: Performance Management and Extra-role Behavior: What Are Thementioning

confidence: 99%

“…The difficulties in implementing a performance-based HRM system in the public sector are well known (Stazyk 2013;Perry, Engbers, and Jun 2009). However, the underlying microeconomic assumptions driving a greater emphasis on pay-for-performance in the public sector are relatively compelling.…”

Section: Performance Management In Relation To Employee Motivationmentioning

confidence: 99%

Identification and Performance Management

Campbell

2014

Public Personnel Management

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Identity and identification are root constructs in organization studies. Identity provides an interpretive framework with which to evaluate the appropriateness of behavior, and as such, in organizations the construct has a fundamental relationship with employee performance. This study develops a theoretical framework linking identification to change-oriented behavior, a type of extra-role activity aimed at introducing micro-level organizational change in order to improve long-term performance and efficiency. Enhancing the performance of public organizations is a central theme of public administration theory and practice, and this study contributes to the literature by shedding light on a potentially important employee-level antecedent of organizational performance. Secondly, this study links identification and change-oriented behavior to a phenomenon that has grown increasingly prevalent in contemporary public organizations, namely, goal-oriented performance management. Over the past decades, public organizations around the world have implemented results-based reforms in order to increase accountability, efficiency, and performance. Due to the scope and complexity of these reforms, however, their full range of consequences is not yet known. This study aims to make a second contribution to the literature by linking performance management practices to both organizational identification and change-oriented behavior. Using survey data gathered from employees of central government ministries in South Korea, where a wide range of results-based reforms have been introduced, mediation analysis utilizing bootstrap resampling is used to test a number of empirical hypotheses related to the constructs outlined above. The results of the analysis suggest that organizational identification is a strong predictor of change-oriented behavior. In addition, the effect of performance management on employee intentions to engage in change-oriented behavior is shown to operate primarily through its effect on organizational identification, which underscores the importance of identification for organizational performance. Following the presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.

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Crowding Out Public Service Motivation? Comparing Theoretical Expectations with Empirical Findings on the Influence of Performance-Related Pay

Cited by 77 publications

References 52 publications

The motivational bases of public service: foundations for a third wave of research

The motivational bases of public service: foundations for a third wave of research

Do Personnel Policies Matter for Organizational Mission Coherence? A Public School Test

Identification and Performance Management

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