Motivating Employees in a New Governance Era: The Performance Paradigm Revisited

Durant, Robert F.; Krämer, Robert; Perry, James L.; Mesch, Debra J.; Paarlberg, Laurie E.

doi:10.1111/j.1540-6210.2006.00611.x

Cited by 236 publications

(212 citation statements)

References 63 publications

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“…As Perry, Engbers and Jun (2009) posit, support for PBP is theoretically grounded in expectancy theory (Pearce and Perry 1983) and reinforcement theory (Perry, Mesch, and Paarlberg, 2006). Expectancy theory is predicated on a belief that individuals will exert effort if they expect it will result in an outcome that they value (Van Eerde and Thierry, 1996).…”

Section: Concept Of Motivation and Performance Paymentioning

confidence: 99%

“…Reinforcement theory posits a direct relationship between a desired target behaviour (e.g., performance) and its consequences (e.g., pay). It suggests that pay can be used to create consequences for desired behaviours, such as high performance that will reinforce the behaviours (Perry, Mesch, and Paarlberg 2006).…”

Section: Concept Of Motivation and Performance Paymentioning

confidence: 99%

“…They also raised similar questions as their forerunners about the environment precluding managerial discretion to link pay to performance and the validity of the motivational assumptions underlying the systems. Perry, Mesch, and Paarlberg (2006) undertook a review of pay-for-performance research which was part of a study on motivation in the public sector. The study concluded that individual financial incentives are ineffective in traditional public sector settings and joined prior reviews of pay-for-performance systems in concluding that the effectiveness of financial incentives is dependent on organisational conditions.…”

Section: Effects Of Merit Paymentioning

confidence: 99%

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Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

Boachie-Mensah¹,

Dogbe²

2011

IJBM

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The issue of employees' performance in furtherance of organisational objectives has occupied management attention for long. Differences in levels of performance have been attributed to differences in skills and abilities on the one hand, and to different theories of money on the other. This study examined the issue of performance-based pay as a motivational tool for achieving organisational performance, using the situation in a manufacturing company in Ghana as a case study. The main objective of the study was to assess the impact of performance-related pay on the motivation of employees and, subsequently, on the achievement of organisational goals. In all, one hundred and fifty respondents took part in the survey. The sample comprised 20 managerial staff and 60 non-managerial staff. The main research instrument was the questionnaire. A two-way ANOVA table was used to test the main hypotheses. The result of the study revealed that the effect of performance-based pay on employee performance is minimal; and the motivational effect of merit pay is often blunted by biased performance appraisal. The main limitation of the study is that it could not cover all manufacturing companies within the target population, due to time and financial constraints. In this respect, the interpretation of the results of the study should not be over-generalised.

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Section: Concept Of Motivation and Performance Paymentioning

confidence: 99%

Section: Concept Of Motivation and Performance Paymentioning

confidence: 99%

Section: Effects Of Merit Paymentioning

confidence: 99%

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Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

Boachie-Mensah¹,

Dogbe²

2011

IJBM

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“…Through for instance transformational leadership styles (Bellé 2014) and communicating the prosocial impact , perceptions of SIP can be enhanced. Most importantly, through good job design, providing interesting, meaningful jobs, agencies can create optimal circumstances for their public service motivated employees (Hackman & Oldham 1976;Perry et al 2006). …”

Section: Discussionmentioning

confidence: 99%

“…This can be achieved through smart job design, leadership and communication (Paarlberg et al 2008;Perry et al 2006). Such practices could include ensuring contact with beneficiaries or describing the goals of the job in terms of public values.…”

Section: Public Service Providersmentioning

confidence: 99%

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

2017

Bestuurskunde

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Cover designEsther Ris, www.proefschriftomslag.nl Internal designMadelief Brandsma grafisch ontwerp, Arnhem English editingGiles Stacey, Englishworks PrefaceBeing a public service motivation (PSM) scholar is great. People seem to always think about your research topic -the motivational drive to contribute to society unselfishly, even being willing to sacrifice yourself for society -and have an opinion about it. For instance, whenever colleagues needed help they would immediately assume (and express) that I would help them because I am very public service motivated (just as someone studying consumerism in sports is a sports consumer and someone focusing on transparency is fully transparent… the force of logic is strong in science). Getting coffee is something I would of course sacrifice myself for -would it not contribute to society because coffee was essential for others to finish their PhD? Actually, on this last point I have to agree as the coffee trips to IJs& Zopie were crucial in finishing this book. Moreover, at parties when I would tell about my dissertation (yes, I go to very exciting parties!) and state that I study the motivation of public servants, the reaction was usually: "Then you must be finished quickly" followed by a rant on lazy and unresponsive public servants… Luckily, I found that these public servants were motivated enough that it remained interesting for me to study for four years (full-time!).A common question asked to any PhD is why? Why spend four years on one topic? And why this topic? As a student I wrote every paper on the European Union. I wrote my high school final project on the potential success and failure of the expansion of the European Union and my bachelor thesis on the (lack of) Europeanisation in Dutch municipalities. Then why switch to public service motivation? I guess the main reason is that I have always felt a fascination for those people in our society that try to make it a better place to live, sacrificing their time and energy often above what is asked of them, and even putting their lives on the line. I have heard them being described as self-interested, lazy bureaucrats but that was not my impression and I therefore wanted to know more about their drive to work for society. I have not been disappointed in that regard, as I have had the fortune to meet many inspiring public employees that do their work with incredible passion. What wondered me was the general proposition in the literature that highly public service motivated employees will perform better in their job than those with lower levels of PSM. Did it not matter what situation you are in? What would happen if a public servant that really wants to contribute to society does not feel able to do so through his or her work? We have all encountered situations in which we were motivated but were thwarted in reaching our goals.When finishing a PhD for instance, you encounter difficulties such as organizations that do not respond, time constraints and losing sight of the goal. The title of my research process co...

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Aftercare and Reentry

Dum¹,

Fader²

2013

The Encyclopedia of Criminology and Criminal Justice

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One of the key phases of the juvenile justice process is reentry. When released from reform schools, juveniles are expected to successfully reintegrate into their families and communities and develop from adolescents into adults. This process is mediated by juvenile aftercare, which provides postrelease services in the community such as employment assistance, educational programs, vocational skills, and counseling, as well as supervision, usually in the form of probation.

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Motivating Employees in a New Governance Era: The Performance Paradigm Revisited

Cited by 236 publications

References 63 publications

Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

Performance-Based Pay as a Motivational Tool for Achieving Organisational Performance: An Exploratory Case Study

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

Aftercare and Reentry

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