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Identification and Performance Management

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dc.contributor.advisor임도빈-
dc.contributor.authorJesse W. Campbell-
dc.date.accessioned2017-07-14T05:38:53Z-
dc.date.available2017-07-14T05:38:53Z-
dc.date.issued2014-02-
dc.identifier.other000000018572-
dc.identifier.urihttps://hdl.handle.net/10371/125001-
dc.description학위논문 (박사)-- 서울대학교 행정대학원 : 행정학과, 2014. 2. 임도빈.-
dc.description.abstractIdentity 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.-
dc.description.tableofcontents1. Introduction........................................................................................ 1
1.1. Background and motivation of this study................................................. 1
1.2. The purpose of this research................................................................ 5
1.3. Empirical context: South Korean central government.................................. 8
1.4. Plan of this study............................................................................. 10
2. Literature review.................................................................................. 11
2.1. Identification in the organizational context............................................... 11
2.1.1. Foundations of identification............................................................. 14
2.1.2. The path forward: Identification or commitment? .................................... 16
2.2. Identification as the cognitive and affective foundation of performance............. 21
2.2.1. Organizational citizenship behavior..................................................... 22
2.2.2. Change-oriented OCB..................................................................... 25
2.2.3. Identification and citizenship behavior: Overcoming the personal utility problem...... 30
2.2.4. OI and CO-OCB: Addressing the arguments.......................................... 32
2.2.5. Change-oriented behavior in public organizations and in the Korean context..... 37
2.3. Performance management and the question of employee performance............... 41
2.3.1. Performance management in relation to employee motivation...................... 45
2.3.2. Performance management and extra-role behavior: What are the arguments? ... 50
2.3.2.1. Performance management as a driver of change-oriented behavior.............. 54
2.3.3. The question of performance management and identification....................... 59
2.3.4. Results-based reform and the Korean public sector................................... 63
2.3.4.1. Context and Goals of Korea's results-based reforms................................ 64
2.3.4.2. Creation of the Senior Civil Service................................................... 66
2.3.4.3. Performance management reforms.................................................... 68
2.3.4.4. Merit pay system........................................................................ 72
2.3.4.5. Summary.................................................................................. 74
2.4. Public organizations and their environments............................................. 75
2.4.1. Organizational influences................................................................. 76
2.4.2. Environmental influences................................................................. 78
3. Data, measurements, and methodology...................................................... 82
3.1. Data............................................................................................ 82
3.1.1. Central government survey: Sampling frame and representativeness.............. 82
3.1.2. Creation of the survey instrument....................................................... 84
3.2. Measurements................................................................................ 86
3.2.1. Dependent variable: Change-oriented citizenship behaviors........................ 86
3.2.2. Independent variables..................................................................... 88
3.2.2.1. Organizational identification........................................................... 88
3.2.2.2. Performance management.............................................................. 92
3.2.2.2.1. Organization-level performance management..................................... 92
3.2.2.2.2. Individual-level performance management........................................ 96
3.2.3. Control variables........................................................................... 97
3.2.3.1. Organizational factors................................................................... 97
3.2.3.2. External environment................................................................... 99
3.2.4. Demographic variables.................................................................... 100
3.3. Data integrity................................................................................. 101
3.3.1. Common method variance................................................................ 101
3.3.2. Missing data................................................................................. 104
3.4. Methodology and hypotheses............................................................... 106
3.4.1. Mediation analysis......................................................................... 106
3.4.1.1. Approaches to mediation analysis..................................................... 107
3.4.1.2. Bootstrapping............................................................................ 110
3.4.2. Hypotheses and analysis plan............................................................ 112
4. Analysis.............................................................................................. 118
4.1. Summary statistics of independent variables............................................. 118
4.2. Zero-order correlations...................................................................... 120
4.3. Primary analysis.............................................................................. 122
4.3.1. Analysis 1: Performance management and change-oriented OCB.................. 123
4.3.2. Analysis 2: Performance management and organizational identification.......... 126
4.3.3. Analysis 3: Organizational identification and change-oriented OCB............... 129
4.3.4. Analysis 4: Assessment of mediation effects.......................................... 130
5. Discussion........................................................................................... 134
5.1. Identification as change-orientation....................................................... 138
5.2. Performance management and change-oriented OCB.................................. 143
5.3. The mediating role of organizational identification..................................... 148
5.4. Contextualizing the results: Identification and change-oriented behavior in Korean government..... 154
6. Conclusion........................................................................................... 158
6.1. Summary of principle findings............................................................. 158
6.2. Limitations and generalizability............................................................ 161
6.3. Unanswered questions and concluding remarks.......................................... 163
Appendix 1: Exploratory factor analysis....................................................... 166
Appendix 2: Structural equation modeling..................................................... 167
9.1. Confirmatory factor analysis.................................................................. 168
9.2. Structural model................................................................................. 170
Bibliography............................................................................................ 174		-
dc.formatapplication/pdf-
dc.format.extent9021893 bytes-
dc.format.mediumapplication/pdf-
dc.language.isoen-
dc.publisher서울대학교 대학원-
dc.subjectidentification-
dc.subjectperformance management-
dc.subjectchange-oriented behavior-
dc.subjectperformance-
dc.subject.ddc350-
dc.titleIdentification and Performance Management-
dc.typeThesis-
dc.contributor.AlternativeAuthor제시캠벨-
dc.description.degreeDoctor-
dc.citation.pages206-
dc.contributor.affiliation행정대학원 행정학과-
dc.date.awarded2014-02-
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