Organizational Control Systems and Pay-for-Performance in the Public Service

Frey, Bruno S.; Homberg, Fabian; Osterloh, Margit

doi:10.1177/0170840613483655

Cited by 211 publications

(247 citation statements)

References 201 publications

(248 reference statements)

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“…Further, the means to reach preferable outcomes are oft en not known or highly dependent on context (e.g. Van Th iel and Leeuw 2002;Ordóñez et al 2009;Maynard 2012;Frey et al 2013). Th ese divergent conceptions among elected representatives are usually also present among employees; for example managers, technicians, street-level bureaucrats.…”

Section: Measures Are Taken In Order To Rectify Deviant Results and Imentioning

confidence: 99%

“…As a result, PIs might turn out to be too narrow, as only that which can be agreed on is covered by the indicators (Van Th iel and Leeuw 2002; Ordóñez et al 2009), or too wide, when diff erent interpretations are encompassed in order to reach a consensus or manage uncertainty about causal conjunctions (Pollitt et al 2010). Too few indicators have the tendency to foster goal displacement through knowledge about how judgments are made (Pidd 2005;Frey et al 2013), while too many indicators tend to be too challenging and therefore tend to make the model ineffi cient and undermine ambitions (de Bruijn 2002;Frey et al 2013). …”

Section: Measures Are Taken In Order To Rectify Deviant Results and Imentioning

confidence: 99%

“…Berliner 1956;de Bruijn 2002;Pollitt et al 2010;Gao 2010;Moynihan et al 2011;Maynard 2012;Lingard and Sellar 2013;Frey et al 2013), but they seem to provoke behaviours that generate more severe outcomes in publicly funded organisations than in private goods-producing organisations (e.g. Van Th iel and Leeuw 2002;Fryer et al 2009;Frey et al 2013).…”

Section: Performance Measurement Incentives and Characteristics Of Pumentioning

confidence: 99%

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When will we ever learn ?

Johansson¹

2015

NISPAcee Journal of Public Administration and Policy

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Th is paper puts forward the argument that Performance Measurement Systems (PMSs) foster rational, self-interested behaviour and vested values at all levels within organisations, which weakens moral barriers preventing fraud, fabrication of data and bribery. It argues that the longer a PMS is in operation, the greater the probability that rational self-interested behaviour in confl ict with fundamental values and goals will be consolidated, aggravated and disseminated within organisations that operate within public welfare policy. If implemented, common incentives aimed at counteracting undesirable behaviour aggravate and speed up this process rather than reversing it. In a worst-case scenario, PMSs are the fi rst step toward corruption, even though PMSs have been implemented with the good intention of improving public policy and strengthening accountability.

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Section: Measures Are Taken In Order To Rectify Deviant Results and Imentioning

confidence: 99%

Section: Measures Are Taken In Order To Rectify Deviant Results and Imentioning

confidence: 99%

Section: Performance Measurement Incentives and Characteristics Of Pumentioning

confidence: 99%

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When will we ever learn ?

Johansson¹

2015

NISPAcee Journal of Public Administration and Policy

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“…Current organisational reforms in the public sector clearly give priority to extrinsic HRM practices and tools such as, for instance, pay-for-performance, results-oriented appraisal, and development of competition between employees. These kinds of HRM practices, which are well developed in the private sector, are probably not adapted to public organisations or to their employees (Frey et al, 2013). HRM specialists have demonstrated that contemporaneous organisations make use of HR tools and practices more according to ideological arguments than to empirical evidence (Pfeffer, 2007).…”

Section: Discussionmentioning

confidence: 99%

HRM practices sustaining PSM: when values congruency matters

Giauque

Anderfuhren-Biget

Varone

2015

IJPSPM

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Abstract:This study aims at identifying the organisational antecedents of public service motivation (PSM). It focuses on human resources management (HRM) practices as one category of organisational factors that impact on PSM. Concretely, this research questions how intrinsic and extrinsic HRM practices are related to PSM and whether these relationships are direct or mediated by person-organisation (P-O) fit. The empirical findings are based on a survey of 6,885 civil servants working in Switzerland. Regression analyses highlight that intrinsic HRM practices are positively related to PSM, whereas extrinsic ones are negatively related to PSM. Furthermore, mediation tests shows that only the intrinsic HRM practices are mediated by PO fit. Thus, civil servants who value intrinsic work incentives maintain a high PSM level when they perceive congruence between their individual expectations and the values of their organisation.

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“…There is an intense discussion about what motivates public sector employees and a number of studies support the notion that public employees are motivated less by monetary rewards than their private counterparts (Frey et al, 2013). One of the instruments is recognition by organization and manager.…”

Section: Reward System and Recognitionmentioning

confidence: 99%

Affecting Factors of Public Employees’ Ganizational Commitment

Rakowska

Valdés-Conca

Espinosa

2015

ijsr

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Purpose -The aim of this chapter is to shed some light on the antecedents of organizational commitment, the mediating role of job engagement and job satisfaction as determinants of organizational commitment within the public sector environment, and the effects that national cultural values may have on these relationships. Approach -This paper presents a review of the works that, from both theoretical and empirical points of view, explore the affecting factors of public employees' organizational commitment in an international setting. Findings -A comprehensive model has been developed, detailing the expectations on the influence that these factors might have on public employees' level of commitment, either as mediators or moderators. Research limitations/implications -The main limitation is the paper's theoretical nature; the subsequent implication is a future empirical research that may prove or disprove these theoretical findings. In addition, there are some other possible mediating factors and antecedents which may be of interest for future researchers. Originality/value -This comprehensive review of the extant literature may provide academics and public managers with a deeper comprehension of how organizational commitment might be achieved, and why some practices may or may not be transferrable from one country to another.

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Organizational Control Systems and Pay-for-Performance in the Public Service

Cited by 211 publications

References 201 publications

When will we ever learn ?

When will we ever learn ?

HRM practices sustaining PSM: when values congruency matters

Affecting Factors of Public Employees’ Ganizational Commitment

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