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
Community conflict has been the domain of social science researchers for decades. However, the systematic study of conflict on city councils has received scant attention in this literature. In this study the authors explore the extent to which conflict is present on city councils in Wisconsin communities with populations greater than 10,000. By using the literature on non-profit and local government boards, the authors develop a set of hypotheses for testing in the analysis of the survey data. The multivariate model used in the analysis reveals certain demographic characteristics of council members, community characteristics, and board practices and behaviors explain a significant amount of the variance in city council conflict in Wisconsin local governments.
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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