Major Constraints and Possible Solutions for Performance Management in Korea

Kim, Pan Suk; Hong, Kil Pyo

doi:10.1080/14719037.2013.818844

Cited by 20 publications

(17 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We argue that employees with a strong sense of exchange will be more satisfied with their pay in organizations with a higher reliance on performance pay, a hypothesis that is tested using data gathered from a large survey of South Korean central government workers. Performance pay has been introduced throughout Korean central government (P. S. Kim & Hong, 2013; Lee & Moon, 2012; OECD, 2017a), making Korea a relevant context in which to explore this issue.…”

Section: Introductionmentioning

confidence: 99%

Exchange Ideology, Performance Pay, and Pay Satisfaction: Evidence From South Korean Central Government

Campbell

2019

Public Personnel Management

View full text Add to dashboard Cite

The use of performance pay in public organizations is contentious partly because it can crowd out the intrinsic motivation associated with public service. However, not all public employees are service oriented and sensitivity to extrinsic rewards varies between them. Exchange ideology measures the strength of an individual’s belief that work effort should be proportional to treatment by the organization. We argue that this psychological trait conditions the relationship between performance pay and pay satisfaction. An analysis of survey data collected from Korean government employees shows that performance pay is positively related to pay satisfaction in the average case, and second that this relationship is stronger for employees with higher levels of exchange ideology. Monte Carlo simulations suggest that the size of the moderating effect is nontrivial. We discuss the relevance of our findings to performance-oriented human resource reform in the public sector.

show abstract

Section: Introductionmentioning

confidence: 99%

Exchange Ideology, Performance Pay, and Pay Satisfaction: Evidence From South Korean Central Government

Campbell

2019

Public Personnel Management

View full text Add to dashboard Cite

show abstract

“…For one, Korea has faced several challenges in the implementation of its NPM reforms, particularly as they relate to the extension of discretion to civil servants (Im 2013;Kim and Hong 2013). Unlike in the Weberian model, where authority is vested structurally within the formal organizational position rather than in the unique individual, in Korean public organizations it is more difficult to separate the individual from their organizational role.…”

Section: Change-oriented Behavior In Public Organizations and In The mentioning

confidence: 99%

“…Those in the lowest 10% receive zero performance bonus, and employees that fall into the middle category receive somewhere in between (Civil Service Commission 2007, in Lee and Moon 2012). In addition to pay, however, the significance of the performance evaluation has gradually become the most important criteria for promotion within public organizations (Kim and Hong 2013). As promotion and status are arguably the most important status-based criteria within public organizations (Im, Campbell, and Cha 2013), such a system serves to emphasize the importance of performance for employees.…”

Section: Merit Pay Systemmentioning

confidence: 99%

“…In particular, promotions have been suggested by scholars to be the most important motivator for Korean civil servants due to a status-conscious culture that recognizes rank as a fundamental metric of success (Im, Campbell, and Cha 2013). Recognizing this fact, increasingly in the Korean public sector, promotion is being tied to performance (Kim and Hong 2013).…”

Section: Individual-level Performance Managementmentioning

confidence: 99%

“…This evaluation takes into account a number of criteria including the effectiveness of core policy implementation. Employee level performance evaluations have also been implemented at all levels, and organizational rewards, remuneration, and, importantly, promotion, are increasingly linked to employee performance (Kim and Hong 2013). More generally, however, the Korean central government has long fostered a performance-oriented culture since the early days of the rapid economic development period Performance management…”

Section: Empirical Context: South Korean Central Governmentmentioning

confidence: 99%

See 2 more Smart Citations

Identification and Performance Management

Campbell

2014

Public Personnel Management

View full text Add to dashboard Cite

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.

show abstract

Performance Management in the Korean Central Government

Yoon

2022

Global Encyclopedia of Public Administration, Public Policy, and Governance

View full text Add to dashboard Cite

Major Constraints and Possible Solutions for Performance Management in Korea

Cited by 20 publications

References 14 publications

Exchange Ideology, Performance Pay, and Pay Satisfaction: Evidence From South Korean Central Government

Exchange Ideology, Performance Pay, and Pay Satisfaction: Evidence From South Korean Central Government

Identification and Performance Management

Performance Management in the Korean Central Government

Contact Info

Product

Resources

About