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Public Organization Review

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08.11.2017

Examining the Role of Employee Participation, Supervisor Trust, and Appraisal Reactions for a Pay-for-Performance Appraisal System

verfasst von: Michael A. Mulvaney

Erschienen in: Public Organization Review | Ausgabe 2/2019

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Abstract

Despite their prominence and popularity, pay-for-performance systems are often an area of controversy within an agency. Getting employees more engaged in the pay-for-performance appraisal system’s development, implementation, and administration has been suggested as a possible method to improve the effectiveness of these systems. The purpose of this study was to examine the role of employee participation and supervisor trust in employee reactions toward a pay-for-performance appraisal system. Guided by Social Cognitive Theory, a series of hypotheses are proposed and tested. The paper concludes with a discussion of the findings and their implications for management.

Vorheriger Artikel Are they Surgeons? or are they Plumbers? Assessing the Role of Private Sector Consultants in Place Branding and Other Place-Based Economic Development Strategies

Nächster Artikel Organizational Disciplinary Actions as Socio-Political Processes in Public Organizations

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Titel: Examining the Role of Employee Participation, Supervisor Trust, and Appraisal Reactions for a Pay-for-Performance Appraisal System
verfasst von: Michael A. Mulvaney
Publikationsdatum: 08.11.2017
Verlag: Springer US
Erschienen in: Public Organization Review / Ausgabe 2/2019
Print ISSN: 1566-7170
Elektronische ISSN: 1573-7098
DOI: https://doi.org/10.1007/s11115-017-0400-8

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