Individual-Level Factors and Organizational Performance in Government Organizations

Kim, Sangmook

doi:10.1093/jopart/mui013

Cited by 467 publications

(461 citation statements)

References 61 publications

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“…Brewer and Selden (1998) find evidence of intrinsic motivation amongst whistleblowers, although their sample comprises only public sector employees, thus not allowing for a direct comparison with private sector employees. Other studies supporting the presence of intrinsic motivation among public sector employees include Lyons, Duxbury, and Higgins (2006), Dilulio (1994), Kim (2005), Houston (2000), and Feeney (2008. On the other hand, a number of studies have also shown that public and private sector employees assign equal values to intrinsic rewards and earnings or other extrinsic rewards (e.g., Lyons, Duxbury, and Higgins 2006;Maidani 1991).…”

Section: Related Literaturementioning

confidence: 98%

Crowding Out Intrinsic Motivation in the Public Sector

Georgellis

Iossa

Tabvuma

2010

Journal of Public Administration Research and Theory

252

211

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Employing intrinsically motivated individuals has been proposed as a means of improving public sector performance. In this article, we investigate whether intrinsic motivation affects the sorting of employees between the private and the public sectors, paying particular attention to whether extrinsic rewards crowd out intrinsic motivation. Using British longitudinal data, we find that individuals are attracted to the public sector by the intrinsic rather than the extrinsic rewards that the sector offers. We also find evidence supporting the intrinsic motivation crowding out hypothesis, in that, higher extrinsic rewards reduce the propensity of intrinsically motivated individuals to accept public sector employment. This is, however, only true for two segments of the UK public sector: the higher education sector and the National Health Service. Although our findings inform the literature on public service motivation, they also pose the question whether lower extrinsic rewards could increase the average quality of job matches in the public sector, thus improving performance without the need for high-powered incentives.

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Section: Related Literaturementioning

confidence: 98%

Crowding Out Intrinsic Motivation in the Public Sector

Georgellis

Iossa

Tabvuma

2010

Journal of Public Administration Research and Theory

252

211

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“…Similarly, Cho & Ringquist (2011) find that levels of 'trustworthiness of managerial leadership' are strongly and positively associated with a variety of organisational outcomes, including employee satisfaction. The findings of these and other studies (Kim, 2005), have potential implications for how one explains the impact of TMT heterogeneity. If, as suggested above, TMT heterogeneity helps to engender greater trust and a more open organisational climate, it is reasonable to assume that heterogeneity will have (positive) consequences for employee satisfaction (Raes et al, 2013).…”

Section: Literature Review and Hypothesesmentioning

confidence: 54%

“…These relationships are also noted in the specific literature on organisational climate. Indeed, as Kuenzi & Schminke (2009) Taking this reasoning a step further, it can be argued -as studies investigating the impact of employee satisfaction on organisational performance have shown (Cho & Ringquist, 2011;Kim, 2005) -that more satisfied employees will be more engaged and willing to implement TMT decisions. Consequently, it seems reasonable to assume that levels of employee satisfaction are both an outcome of TMT heterogeneity and a decisive factor in explaining why TMT heterogeneity is frequently associated with higher performance.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Board Heterogeneity and Organisational Performance: The Mediating Effects of Line Managers and Staff Satisfaction

2016

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Upper Echelons (UE) theory posits that organisational performance reflect the personal values and cognitive frames of the top management team (TMT) and, crucially, that greater heterogeneity in individual backgrounds of senior executives leads to better outcomes.However, often missing from this research is a more developed account of how this relationship between the characteristics of TMTs and performance is also mediated by internal conditions within organisations. In this paper we begin to address this deficiency focusing on the mediating impact of employee satisfaction and the styles and practices of line managers. Looking at the empirical case of English National Health Services acute care hospital trusts, we use a multiple mediation model to analyse the relationship between board heterogeneity, performance and these two (internal) organisational factors. A variance-based structural equation modelling approach (Partial Least Square) is applied to a sample of 102 boards of directors. First, the results lend support to the UE hypothesis that there is a positive impact of board heterogeneity and hospital-level performance. Second, the analysis shows that the relationship heterogeneity-performance is positive influenced by: a) the styles and practices of line managers; b) the levels of staff satisfaction; and by their mutually reinforcing roles.

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“…In addition, there was lack of motivation among faculty for their own higher education as stated by the principal, CON. It is significant for employee satisfaction and efficient organizational performance [4]. In addition, it was also observed that the college has ineffective maintenance of the college building as the white wash was not done on the walls and window glasses were broken.…”

Section: Constraints Along With Their Reasons and Possible Solutionsmentioning

confidence: 99%