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Pay-for-Performance and Work Motivation: Comparing Motivation between Two Compensation Systems in US Federal Agencies
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- Authors
- Issue Date
- 2012
- Citation
- Korean Journal of Policy Studies, Vol.27 No.1, pp. 87-108
- Keywords
- pay-for-performance ; pay systems ; motivation
- Description
- This paper, part of the authors doctoral dissertation, was presented at the 2010 Southeastern
Conference on Public Administration (SECOPA) in Wilmington, North Carolina, USA.
- Abstract
- While private-sector managerial practices are being widely adopted in
the public sector, few studies have investigated how market mechanisms influence
the motivation or behavior of members of public organizations, or whether there
is a systematic difference in employee motivation or behavior between marketcentered
settings and traditional civil service environments within the public
sector. Analyzing large-scale survey data, this study investigates the difference
in employee motivation between two compensation systems in the US federal
government: pay-for-performance and general schedule. The empirical findings
show that employees working in pay-for-performance systems tend to place a
higher value on extrinsic values such as pay, performance ratings, and promotion
than those in general-schedule systems. This indicates that market-centered
managerial practices may undermine the public service motivation of public
servants while attracting extrinsically motivated employees to the public sector.
- ISSN
- 1225-5017
- Language
- English
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