An Examination of Salient, Non-Monetary, Factors Influencing Performance in Public Sector Organizations: A Conceptual Model

Abstract

Public sector organizations are experiencing incredible pressures to become more efficient, while simultaneously maintaining a high level of responsiveness to public constituents. These pressures are translated into intense demands placed on public sector employees and their collective performance. The purpose of this article is to examine important perceptions about key organizational phenomena and related employee attitudes in the context of performance in public sector organizations. Specifically, the implications of perceived organizational support (POS) and perceived psychological contract support (PSCS) are explored, leading to the development of a conceptual model which embodies non-task behaviors of organizational citizenship behaviors and counterproductive work behaviors, as well as cynicism and embeddedness as salient attitudes that should be considered in conjunction with POS and PSCS as antecedents of job performance in public sector organizations.

What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies

“…Scholars discuss three different types of social exchanges: (a) psychological contract, (b) perceived organizational support (POS), and (c) leader–member exchange (LMX). The first one is psychological contract, which focuses on the expectations between an employee and the employer and what each gives and expects in return from the other (Berman & West, 2003; Coyle-Shapiro & Conway, 2005; Coyle-Shapiro & Kessler, 2003; Coyle-Shapiro & Parzefall, 2008; Jordan, Lindsay, & Schraeder, 2012; Rusaw, 2009; Tekleab & Chiaburu, 2011; Tekleab, Takeuchi, & Taylor, 2005). Next is POS, which focuses on an employee’s general beliefs about how much the organization recognizes the employee’s organizational contribution (Eisenberger, Huntington, Hutchison, & Sowa, 1986; Jordan et al, 2012; Tekleab & Chiaburu, 2011).…”

“…The first one is psychological contract, which focuses on the expectations between an employee and the employer and what each gives and expects in return from the other (Berman & West, 2003; Coyle-Shapiro & Conway, 2005; Coyle-Shapiro & Kessler, 2003; Coyle-Shapiro & Parzefall, 2008; Jordan, Lindsay, & Schraeder, 2012; Rusaw, 2009; Tekleab & Chiaburu, 2011; Tekleab, Takeuchi, & Taylor, 2005). Next is POS, which focuses on an employee’s general beliefs about how much the organization recognizes the employee’s organizational contribution (Eisenberger, Huntington, Hutchison, & Sowa, 1986; Jordan et al, 2012; Tekleab & Chiaburu, 2011). Finally, it is LMX, which focuses on emotional support and exchanges between employees and their supervisor (Graen & Scandura, 1987; Ko & Hur, 2014; Lee & Hong, 2011; Tekleab & Chiaburu, 2011; Wayne, Shore, Bommer, & Tetrick, 2002).…”

Examining Organizational Cronyism as an Antecedent of Workplace Deviance in Public Sector Organizations

“…Failure to perform in a public sector organization could have a detrimental impact on key societal functions (i.e., police services, judicial system, and district administration). This has deleterious implications if there is a prevalence of DWB in public sector organizations (Jordan, Lindsay, & Schraeder, 2012; Quratulain & Khan, 2015a). Fourth, we conducted our research in Pakistani public organizations which are at salient contrast to the dominant Western (mainly the United States) organizations.…”

Evaluating Inrole and Extrarole Behaviors Across Sectors

“…A growing body of research demonstrates that extrarole behaviors like OCBs are linked to multiple positive outcomes for groups and organizations, such as improved quantity and quality of work group performance, customer satisfaction, and profitability (Dunlop & Lee, 2004; Jordan, Lindsay, & Schraeder, 2012; Koys, 2001; P. M. Podsakoff, Ahearne, & MacKenzie, 1997; P.…”

“…The preceding observations provide a basis for some exploratory propositions (in italics): that sector matters in making task appraisal decisions, and that private sector managers are more likely to put a greater cognitive premium on task-based performance . We recognize, however, that even beyond the topic of performance appraisals, the field remains unsettled on the role and nature of sector differences more generally (see Boyne, 2002; Jordan et al, 2012). We are, therefore, hesitant to formalize hypotheses and we view the present mixed experimental study as an opportunity to help settle some of the ambiguity.…”