En: The American Review of Public Administration 2008. Volumen 20 Número 10, p. 1-17Resumen: Government reformers in the United States have recently focused on running public agencies more like private firms by emphasizing economic rewards, such as merit pay. Meanwhile, a body of literature has grown that indicates that public servants respond to factors that financially based reward initiatives tend to ignore. We introduce a new explanatory variable, perceived public service efficacy (PPSE), which quantifies public servants perception about the benefit their employing agencies provide the public. We present empirical evidence demonstrating that as PPSE risesthat is, as public servants more strongly perceive their agencies to be benefiting the publicreported levels of role ambiguity decrease, whereas job satisfaction and organizational commitment responses increase.

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Perceived Public Service Efficacy (PPSE) and Its conceptual precursors -- Model specification -- Conclusion

Government reformers in the United States have recently focused on running public agencies more like private firms by emphasizing economic rewards, such as merit pay. Meanwhile, a body of literature has grown that indicates that public servants respond to factors that financially based reward initiatives tend to ignore. We introduce a new explanatory variable, perceived public service efficacy (PPSE), which quantifies public servants perception about the benefit their employing agencies provide the public. We present empirical evidence demonstrating that as PPSE risesthat is, as public servants more strongly perceive their agencies to be benefiting the publicreported levels of role ambiguity decrease, whereas job satisfaction and organizational commitment responses increase.

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Toward Understanding work motivation. Worker Attitudes and the perception of effective public service

Por: Boardman, Craig.

Por: Boardman, Craig .