Does performance-related pay and public service motivation research treat state-owned enterprises like a neglected Cinderella? A systematic literature review and agenda for future research on performance effects

Papenfuß, Ulf; Keppeler, Florian

doi:10.1080/14719037.2020.1740300

Cited by 35 publications

(43 citation statements)

References 160 publications

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“…However, as relevant studies highlight that PSM is also related to the public sector (Holt 2018; Wright and Christensen 2010) and as the service aspect is kept constant across all four trials (SOEs with similar organizational goals), the present results carefully inform employer branding questions for all employers in full public ownership. Still, future research should consider the differences between public employers and make use of the established categorizations of public sector organizations to account for potential differences related to organizational goals and ownership structure (Papenfuß and Keppeler 2020).…”

Section: Discussion and Implications For Public Employer Brandingmentioning

confidence: 99%

“…SOEs offer a useful case for studying public employer branding for five reasons. First, studying SOEs with comparable organizational goals (same task in different municipalities to keep the service aspect constant) makes it possible to control for a number of potentially confounding variables that may affect employer branding, such as differences in organizational goals (Papenfuß and Keppeler 2020). Second, the examined SOEs are all in fully public ownership, and they all have a social media account.…”

Section: Methods: Four Social Media Field Experimentsmentioning

confidence: 99%

“…The four public employers tested in this study are all German SOEs. SOEs can be defined as enterprises that are under the control of public authorities at all government levels, either by the majority ownership of one or more public authorities or by exercising an equivalent degree of control (Andrews et al 2020;Papenfuß and Keppeler 2020). They employ up to 50% of public employees at all government levels and are a relevant part of the public sector in Germany and many other countries (Expert Commission G-PCGM 2020; Grossi, Papenfuß, and Tremblay 2015).…”

Section: Experimental Context: Soes As Public Employersmentioning

confidence: 99%

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Employer Branding and Recruitment: Social Media Field Experiments Targeting Future Public Employees

Keppeler

Papenfuß

2021

Public Administration Review

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Public sector recruitment is an urgent and prevailing challenge in both research and practice. Public employer branding is an important subject in the theoretical debate, but the mechanisms behind how certain signals of public employers affect individuals' interest in a job are under-researched. By bridging signaling theory, social identity theory, and personnel economics, this study analyzes the effects of signals in advertisements related to societal impact, job security, and performance orientation on different gender/age-based target groups. This series of pre-registered social media field experiments (n = 196,822 persons) with four public employers examines the degree to which these signals affect individuals' interest in a job at a public employer. The results do not show an overall impact of the signals but target group-specific effects-gender has a significant effect and age for certain public employers. Compared with the societal impact signal, the job security signal has a slightly stronger effect.

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Section: Discussion and Implications For Public Employer Brandingmentioning

confidence: 99%

Section: Methods: Four Social Media Field Experimentsmentioning

confidence: 99%

Section: Experimental Context: Soes As Public Employersmentioning

confidence: 99%

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Employer Branding and Recruitment: Social Media Field Experiments Targeting Future Public Employees

Keppeler

Papenfuß

2021

Public Administration Review

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“…Importantly, research commonly describes the public sector as a monopolistic entity with a focus on academic institutions and monopolistic governmental organizations (Bernier, 2014;Papenfuß & Keppeler, 2020), even though significant differences between public organizations exist (e.g., Morris & Jones, 1999;Smith, 2012). In this vein-and potentially in contrast to other public entities and board expectations-entrepreneurship in public enterprises fundamentally resembles entrepreneurship in traditional corporations, as they are far more profit-oriented than in the past (Bernier, 2014;Morris & Jones, 1999) and also aspire to growth-oriented activities (Kearney et al, 2008(Kearney et al, , 2010.…”

Section: The Role Of Entrepreneurial Orientation In Public Enterprisesmentioning

confidence: 99%

Board behavior’s impact on entrepreneurial orientation in public enterprises

2021

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Public enterprises find themselves in increasingly competitive markets, a situation that makes having an entrepreneurial orientation (EO) an urgent need, given that EO is an indispensable driver of performance. Research describes politicians delaying the strategic change of public enterprises when serving as board members, but empirical evidence of the impact of board behavior on EO in public enterprises is lacking. We draw on stakeholder-agency theory (SAT) and resource dependence theory (RDT) and use structural equation modeling (SEM) to investigate survey data collected from 110 German energy suppliers that are majority government owned. Results indicate that board strategy control and board networking do not seem to predict EO on first sight. Closer analysis reveals a board networking–EO relationship depending on ownership structure. Remarkably, we find that it is not the usually suspected local municipal owner who hinders EO in our sample organizations but minority shareholders engaging in board networking activities. The results shed light on the intersection of governance and entrepreneurship with special reference to the fine-grained conceptualization of RDT.

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“…Furthermore, management and service logic in the public and private sectors are oriented towards service users [40]. Papenfub & Keppeler [41] emphasized the motivation of public services regarding the work procedures of State-Owned Enterprises (BUMN) by directing organizational goals. Collaborative governance is government administration practice in planning, realizing, and evaluating, involving civil society and the private and public sectors.…”

Section: Collaborative Governancementioning

confidence: 99%

Collaborative Governance Implementation in Cash-For-Work Schemes, Case Study in Jembrana Regency, Bali, Indonesia

Widhiasthini¹,

Antari²,

Subawa³

et al. 2021

Journal of Southwest Jiaotong University

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Due to the new governance paradigm, the government involves civil society and private and public sectors instead of being a single actor in its activities. This paradigm represents a collaborative governance practice with the New Public Management principles. The government optimizes the village funds through a cash-for-work scheme that implements village development by allocating 30% wages. The purpose of this study is to examine the government's efforts to reduce cash payments and workforce in various activities. The research problem is focused on the impact of collaborative governance implementation in cash-for-work schemes in Jembrana Regency, Bali Province. Furthermore, the collaborative governance principles are examined as a state administration's new paradigm. Jembrana Regency was selected as the research location because it highly utilizes the village funds with a cash-for-work scheme than other regencies in Bali Province. This study used descriptive analysis and determined informants purposively. The results show that collaborative governance has a socio-economic impact on cash-for-work schemes, reducing the urban bias and related practices. Moreover, these results indicate counter-disruption in cash-for-work schemes, which do not apply to non-cash payments, digitization, and workforce reduction. The limitations of this study lie in the locus coverage and research focus.

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Does performance-related pay and public service motivation research treat state-owned enterprises like a neglected Cinderella? A systematic literature review and agenda for future research on performance effects

Cited by 35 publications

References 160 publications

Employer Branding and Recruitment: Social Media Field Experiments Targeting Future Public Employees

Employer Branding and Recruitment: Social Media Field Experiments Targeting Future Public Employees

Board behavior’s impact on entrepreneurial orientation in public enterprises

Collaborative Governance Implementation in Cash-For-Work Schemes, Case Study in Jembrana Regency, Bali, Indonesia

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