Monetary Incentives, Motivation, and Job Effort in the Public Sector

Bellé, Nicola; Cantarelli, Paola

doi:10.1177/0734371x13520460

Cited by 86 publications

(63 citation statements)

References 81 publications

(199 reference statements)

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“…However, the effects of financial incentives are not always as expected (Gneezy, Meier, and Rey‐Biel ). For instance, recent studies in the field of public administration highlight that small economic incentives may have no effect at all, making them very inefficient (Bellé and Cantarelli ; Voorberg et al ), and that economic incentives can crowd out prosocial motivation (Bellé ).…”

Section: Policy Instruments To Stimulate Behavior Changementioning

confidence: 99%

Public Policy and Behavior Change

Tummers

2019

Public Administration Review

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Changing behavior is often necessary to tackle societal problems, such as obesity, alcohol abuse, and debt problems. This article has two goals. First, it aims to highlight how governments can try to change the behavior of citizens. Government can use policy instruments to do so, including incentives, bans and mandates, information campaigns, and nudges. However, the government should not be a manipulator that applies policy instruments without societal support. Therefore, the second goal of the article is to provide a conceptual framework that helps analyze whether public policies to stimulate behavior change are effective and supported by key stakeholders. This conceptual framework has five criteria indicating the extent to which there is effective and supported behavior change: the policy is (1) effective and (2) efficient, and there is support for the policy among (3) politicians, (4) implementing organizations, and (5) citizens. The article ends with suggestions to study public policy aimed at behavior change.

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Section: Policy Instruments To Stimulate Behavior Changementioning

confidence: 99%

Public Policy and Behavior Change

Tummers

2019

Public Administration Review

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“…In the context of PA, an economic incentive takes on the characteristics of a paradox, faced with its re-statement by policy makers (especially in the USA) for over thirty years, the evidence offered by the literature is negative or at least ambiguous (Perry et al 2009). In particular, Belle and Cantarelli (2015) studying the effects of financial incentives on the effort made by public managers and how different types of work motivation (i.e., intrinsic, extrinsic, and public service motivation) can moderate these effects, and using experiments, found that monetary rewards had no significant effect on the managers' effort. Furthermore, the relationship between financial incentives and managers' effort, which was insignificant overall, was negatively moderated by the intrinsic motivation of the participants, positively moderated by extrinsic motivation, and unaffected by public service motivation.…”

Section: Literature and Main Research Questionsmentioning

confidence: 99%

The Effect of Monetary Incentives on Individual and Organizational Performance in an Italian Public Institution

Cainarca

Delfino

Ponta

2019

Administrative Sciences

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This paper addresses the role of monetary incentives with regard to the performance of employees and organizations. The distribution of monetary incentives among employees in public administration has been investigated. Specifically, the traditional approach of bureaucracy that pays a premium to each employee, based on the position held, is compared with a merit approach which tends to recognize and reward individual contributions. A task advice centrality indicator and a value index have been defined and used to study the performance of employees. The results show a modification of individual behaviors, in line with the theoretical foundations and predictions formulated.

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“…Additionally, it has received increased attention in the public sector in the wake of New Public Management and public personnel reforms (Kellough, 1993;Kellough & Nigro, 2002. Some research finds that contingent rewards are ineffective in enhancing follower work effort (Belle & Cantarelli, 2014) and achieving high levels of trust (Jung & Avolio, 2000), while other research reports a positive relationship between contingent rewards and MTW (Butler et al, 1999;Dirks & Ferrin, 2002). Hence, there are competing theories and mixed findings about the effect of managerial rewarding behavior on MTW perception.…”

Section: H2: Emphasis On Internal Management That Relates To Making Cmentioning

confidence: 99%

Internal Management and Perceived Managerial Trustworthiness: Evidence From a Survey Experiment

Pedersen

Stritch

2016

The American Review of Public Administration

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What is the effect of internal public management on individuals' perceptions of managerial trustworthiness (MTW)? MTW is associated with a range of positive organizational outcomes, but research examining how a public manager might affect employees' perception of MTW is sparse. This article complements extant research on MTW in public organizations with causal evidence from a randomized survey experiment among 1,829 U.S. residents. We examine how five aspects of internal public management affect individuals' perception of MTW: (a) setting challenging but feasible goals, (b) making credible commitments, (c) encouraging employee participation, (d) providing frequent performance feedback, and (e) rewarding employees who perform well. We find positive effects of the "credible commitment" and "performance feedback" treatments on overall MTW perception. In addition, we find significant effects for four of the treatments (a-d) when looking separately at the three sub-dimensions that together comprise the multidimensional MTW construct (ability, benevolence, and integrity).

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Monetary Incentives, Motivation, and Job Effort in the Public Sector

Cited by 86 publications

References 81 publications

Public Policy and Behavior Change

Public Policy and Behavior Change

The Effect of Monetary Incentives on Individual and Organizational Performance in an Italian Public Institution

Internal Management and Perceived Managerial Trustworthiness: Evidence From a Survey Experiment

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