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1.
Although the association between public service motivation (PSM) and job performance has received increased attention, there is limited knowledge of the mechanisms underlying its effects. Utilizing data from Chinese civil servants and their supervisors, the authors found that PSM results in higher levels of organizational identification and leads to higher levels of job performance because civil servants perceive the organization’s fate and results as their own.
IMPACT
Our study demonstrates that organizational identification is a key mechanism that explains how public service motivation (PSM) leads to higher levels of performance. To improve performance, public agencies should create an environment that helps employees identify with the organization, for example by highlighting the distinct services that the organization provides for the public and by establishing socialization practices for newcomers. 相似文献
2.
This paper describes a pilot study which explored the effects of different economic conditions on the public service motivation (PSM) levels of a small group of government and private sector employees in Malaysia. It address three questions: are the PSM levels of government employees significantly higher than those of private sector employees; are the PSM levels of employees significantly influenced by their perceptions of the external economic environment; and is the relationship between the economy and PSM affected by the sector of employment? Government employees’ PSM levels were found to be higher than those of the private sector employees, and were sensitive to perceptions of different economic conditions. 相似文献
3.
VFM has been a key aspect of public service management for several decades and its importance has been raised in recent years as a consequence of austerity. Organizational culture is recognized in research literature as a key driver of organizational performance. However, little attention has been paid to the topic of organizational culture in relation to VFM in public services. This article presents the findings of new research in this area. 相似文献
4.
Ritual legitimation, de-coupling and the budgetary process: managing organizational hypocrisies in a multinational company 总被引:1,自引:0,他引:1
The study of participation in the budgetary cycle has formed a prominent part of the research literature concerned with the budgetary process. More recently there has emerged a body of literature concerned with exploring the political and symbolic nature of the budgetary process. The paper reports upon the outcomes of an empirical study of the introduction of `budgetary participation' in a division of a European subsidiary of a large North American car manufacturer. We detail the long process of consultation and negotiation within the subsidiary, and between it and the European Headquarters. The study provides a revealing instance of the roles of formal budget participation as a ritual of control and legitimation without the substantive involvement of middle managers and suggested to us the introduction of de-coupling and organizational hypocrisy alongside the introduction of budget participation. The study pays close attention to the contingent effects of the wider political context of the division and the relationships between the division, its organizational context and organizational environment, and how this context played upon the budgetary process in the division. The outcomes that we analyse at `Delta' reflect the de-coupling strategies and organizational hypocrisies commonly found in public sector organizations. In this wider setting the corporation persists with the ritual of `tight' budget negotiation and target setting and apparent underachievement in performance. Yet we conclude that the complex technological and political context to the formation and siting of Delta continued and may continue to support its existence.$g0 相似文献
5.
ABSTRACTStrategic positioning and structural alignment in the public sector is a neglected area of research. This paper analyses the strategic positions of prospectors, defenders and reactors and structural alignment in Norwegian municipalities. Top managers responding to a survey perceived that the municipalities did align their organizational structures to the strategic positions for prospectors and defenders, but not for reactors, as hypothesized, but these relationships were modest. The top managers often found it difficult to provide consistent responses on their organizations’ choices of strategic positions. 相似文献
6.
This paper explains how the UK central government has changed accountability and audit arrangements for local government in England, while retaining its approach to setting annual budgets within the context of multi-year spending reviews. It highlights how dismantling the institutions and processes that monitored outputs and outcomes for spending, such as public service agreements and comprehensive area assessment, meant that top-down accountability became focused overwhelmingly on financial conformance rather than organizational performance for local government. Supplementary reforms to increase the transparency or ‘visibility’ of public administration, and thereby enable greater bottom-up accountability, have resulted in a performance assessment system that is neither rigorous nor standardized. The overall result is a weakening of local accountability arrangements. 相似文献
7.
Muiris MacCarthaigh 《公共资金与管理》2013,33(6):397-399
Social exchange theory is used in this paper to explore how the quality of leader–member exchange (LMX) and perceived organizational support (POS) affect Brazilian nursing professionals’ perceptions of bullying and harassment and, in turn, their wellbeing. Data was obtained from 868 nursing professionals in four public hospitals in Brazil. Statistically significant linkages were found between LMX, POS, bullying/harassment and wellbeing, except for the relationship between POS and bullying/harassment. Healthcare managers and human resource managers clearly need to take initiatives to strengthen LMX and POS, minimize bullying and to strengthen nursing professionals’ wellbeing. 相似文献
8.
Staffan Johansson 《Financial Accountability and Management》2003,19(3):209-224
The purpose of this paper is to identify factors that can explain differing responses of voluntary organizations to the pressure of homogenization that follows from interaction with public authorities. The paper is theoretically based on institutional organization theory and resource dependence theory, and empirically on research on voluntary organizations in the social sector. It is asserted that the following factors may explain voluntary organizations' ability to maintain autonomous in relation to public organizations: the characteristics of the organizational field, the focal organization's relations to the dominating organization in the field, organization characteristics and intra–organizational processes and strategies. 相似文献
9.
While most previous research has considered public service motivation (PSM) as the only motivational factor predicting (public) job choice, the authors present a novel, rational choice-based model which includes three motivational dimensions: extrinsic, enjoyment-based intrinsic and prosocial intrinsic. Besides providing more accurate person-job fit predictions, this new approach fills a significant research gap and facilitates future theory building. 相似文献
10.
What behaviours do public servants regard as representing publicness? Do those same behaviours allow us to meet the challenges of an increasingly diverse and testing civicness? The authors think not. They argue that the existing psychological contract needs to be examined and collectively redefined, initiating a reinvention in how we behave when we do public service. 相似文献
11.
We examine the correlation between organizational structure (public vs. private) and managerial turnover in a large sample of United States offered mutual funds. Consistent with the hypothesis that publicly traded and privately held firms have different incentive structures and, as such, should differ in their treatment of internal control mechanisms, we find that public sponsors are more sensitive to prior fund performance when making replacement decisions and experience smaller post turnover performance improvements. Additional testing suggests a greater likelihood of fund manager replacement when mutual funds are team managed and when fund boards are more independent. 相似文献
12.
Inter‐Organizational Cooperation Challenging Hierarchical Accountability: The Dominated Actors in a Municipal Joint Venture 下载免费PDF全文
New public management offers a number of solutions to the kinds of problems that public sector organizations experience. In taking an accountability perspective, this paper elaborates on how two of these – strict responsibility for performance, and inter‐organizational cooperation – may conflict. The setting for this study is a joint venture with a dominant municipality and six dominated municipalities as owners. The article examines how horizontal accountability processes may influence the dominated owners’ hierarchical accountability. The ability to account hierarchically for the quality of service within budgetary parameters is problematized, when dominated owners may dismantle their ability to demand horizontal accountability. 相似文献
13.
We study the agency costs of delegated public service provision, focusing on the link between organizational forms and uncertainty at project implementation. We consider a dynamic multitask moral hazard environment where the mapping between effort and performance is ex ante uncertain but new information may arise during operations. Our analysis highlights the costs and benefits that bundling planning and implementation—as under public‐‐private partnerships—can bring in terms of project design and operational costs under various scenarios, possibly allowing for asymmetric information, moral hazard and renegotiation. It also shows that relying on private finance enhances the benefits of bundling only if lenders have enough expertise to assess project risks. 相似文献
14.
This study examines the nature of organizational culture in public accounting and demonstrates that different aspects of culture exist across and within public accounting firms. Organizational culture is defined in terms of values shared by members of an organization (or organizational sub-unit) that manifest themselves in the practices of that organization. Practices particularly important to the development and maintenance of culture include selection and socialization. The hypotheses state that different aspects of organizational culture vary across public accounting firms of different size and technology, and public accountants of different rank and functional area. These hypotheses are tested and largely supported with responses to a paper and pencil instrument, the Values Survey Module (Hofstede, Institute for Research on Intercultural Cooperation, 1982), which was completed by 338 public accountants across the United States. Implications for accountants and future research are also discussed. 相似文献
15.
Rodney Dormer 《公共资金与管理》2016,36(6):433-440
This paper explores the extent to which New Zealand’s central government organizations are effectively reporting on, and arguably therefore focusing on, the management of their organizations, as well as their operations. There is widespread concern that new public management reforms have resulted in an over-emphasis on the former at the expense of the latter. A solution to this problem requires a clear and consistent framework for how organizational management should be reported. 相似文献
16.
This paper investigates how choice of control actions (or behaviours) is affected by the controller's personality and perceptions of organizational and decision characteristics. In a simulated work setting (n = 172) it was found that persons working in mechanistic organizations chose significantly different control tactics than those working in organic organizations. The present findings also suggest that controllers are more likely to choose extrinsically (rather than intrinsically) motivating controls when they are faced with important decision situations. The implications of the findings are discussed. Multivariate models of choice of control tactics in organizations are suggested as being more powerful. 相似文献
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ABSTRACT Previous research has suggested that an individual’s public service motivation (PSM) is positively linked to a preference for public sector employment. The authors explore this link using a sample of British and Italian undergraduate students. They found a positive relationship between PSM and public sector job preferences among Italian students but not with the British students. The UK has implemented more NPM-style reforms than Italy and this could be impacting on public sector recruitment. Implications for recruitment and retention the public sector are discussed. 相似文献
19.
The association between organizational culture and the use of management initiatives in the public sector 下载免费PDF全文
This paper examines the association between five factors in O'Reilly et al. (1991) Organizational Culture Profile and the use of Activity Management (AM), Total Quality Management (TQM) and Employee Empowerment within public sector organizations. The results show that the use of AM and TQM is lower in public sector organizations than in their private sector counterparts, and is facilitated by an organizational culture of Outcome Orientation and Attention to Detail. The extent of use of Employee Empowerment is similar across the two sectors, and is facilitated when public sector organizations exhibit higher Respect for People and Innovation. 相似文献
20.
Public value theory was used by the authors to investigate informal professional networks, perceived discretionary power, and the organizational culture that forms in physical asset management organizations. The results, from a structural equation model, indicated that informal professional networks are positively associated with higher discretionary power and a proactive asset maintenance organizational culture. In the absence of public managers promoting public value, professionals use their informal networks as a source of power to be proactive and contribute to asset reliability and public safety (public value). 相似文献