@article{WenzelKrauseVogel2019,
  author    = {Wenzel, Anne-Kathrin and Krause, Tobias A. and Vogel, Dominik},
  title     = {Making performance Pay Work},
  series = {Review of Public Personnel Administration},
  volume    = {39},
  journal   = {Review of Public Personnel Administration},
  number    = {2},
  publisher = {Sage Publ.},
  address   = {Thousand Oaks},
  issn      = {0734-371X},
  doi       = {10.1177/0734371X17715502},
  pages     = {232 -- 255},
  year      = {2019},
  abstract  = {Performance pay has been one of the main trends in public sector reform over the last decade and aims to increase employees' motivation. However, positive results are sparse. In a majority of cases, pay scheme designers neglect that intrinsic motivation may be distorted by the introduction of extrinsic rewards (crowding out). Nevertheless, under certain conditions, performance pay schemes may also enhance intrinsic motivation (crowding-in). The perception of rewards has proven to be an especially crucial factor for the outcome of performance pay. Based on psychological contract theory, this paper analyzes the relationships between intrinsic motivation, public service motivation (PSM), personality characteristics, and the design of the performance- appraisal scheme. The empirical analysis relies on a structural equation modeling (SEM) approach. Model findings reveal that a fair, participatory, and transparent design reduces the controlling perception while fostering the intrinsic motivation of employees. In addition, participants who score high on neuroticism perceive performance pay schemes to be more controlling and have lower values of intrinsic motivation.},
  language  = {en}
}
@article{VogelKroll2016,
  author    = {Vogel, Dominik and Kroll, Alexander},
  title     = {The stability and change of psm-related values across time},
  series = {International public management journal},
  volume    = {19},
  journal   = {International public management journal},
  publisher = {J. C. B. Mohr},
  address   = {Abingdon},
  issn      = {1096-7494},
  doi       = {10.1080/10967494.2015.1047544},
  pages     = {53 -- 77},
  year      = {2016},
  abstract  = {This article is a response to calls in prior research that we need more longitudinal analyses to better understand the foundations of PSM and related prosocial values. There is wide agreement that it is crucial for theory building but also for tailoring hiring practices and human resource development programs to sort out whether PSM-related values are stable or developable. The article summarizes existent theoretical expectations, which turn out to be partially conflicting, and tests them against multiple waves of data from the German Socio-Economic Panel Study which covers a time period of 16 years. It finds that PSM-related values of public employees are stable rather than dynamic but tend to increase with age and decrease with organizational membership. The article also examines cohort effects, which have been neglected in prior work, and finds moderate evidence that there are differences between those born during the Second World War and later generations.},
  language  = {en}
}
@misc{VogelKroll2016,
  author    = {Vogel, Dominik and Kroll, Alexander},
  title     = {The Stability and Change of PSM-related Values across Time},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-397783},
  pages     = {29},
  year      = {2016},
  abstract  = {This article is a response to calls in prior research that we need more longitudi-nal analyses to better understand the foundations of PSM and related prosocial values. There is wide agreement that it is crucial for theory-building but also for tailoring hiring practices and human resource development programs to sort out whether PSM-related values are stable or developable. The article summarizes existent theoretical expecta-tions, which turn out to be partially conflicting, and tests them against multiple waves of data from the German Socio-Economic Panel Study which covers a time period of sixteen years. It finds that PSM-related values of public employees are stable rather than dynamic but tend to increase with age and decrease with organizational member-ship. The article also examines cohort effects, which have been neglected in prior work, and finds moderate evidence that there are differences between those born during the Second World War and later generations.},
  language  = {en}
}
@misc{KrollVogel2013,
  author    = {Kroll, Alexander and Vogel, Dominik},
  title     = {The PSM-leadership fit},
  series = {Postprints der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  journal   = {Postprints der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  number    = {77},
  issn      = {1867-5808},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-100853},
  year      = {2013},
  abstract  = {This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use - the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management.},
  language  = {en}
}
@article{KrollVogel2014,
  author    = {Kroll, Alexander and Vogel, Dominik},
  title     = {The PSM-leadership fit: a model of performance information use},
  series = {The journal of public administration},
  volume    = {92},
  journal   = {The journal of public administration},
  number    = {4},
  publisher = {Wiley-Blackwell},
  address   = {Hoboken},
  issn      = {0033-3298},
  doi       = {10.1111/padm.12014},
  pages     = {974 -- 991},
  year      = {2014},
  abstract  = {This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use - the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers, we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management.},
  language  = {en}
}