@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{Fischer2022,
  author    = {Fischer, Caroline},
  title     = {Incentives can't buy me knowledge},
  series = {Review of public personnel administration},
  volume    = {42},
  journal   = {Review of public personnel administration},
  number    = {2},
  publisher = {Sage},
  address   = {London},
  issn      = {0734-371X},
  doi       = {10.1177/0734371X20986839},
  pages     = {368 -- 389},
  year      = {2022},
  abstract  = {This study examines whether incentives affect public employees' intention to share knowledge. Tested incentives satisfy needs for either achievement or appreciation. Both treatments were tested on implicit as well as explicit knowledge sharing. A 2 x 3 factorial survey experiment was designed to observe within-person and between-person effects. Data were collected from public employees in the core administration and healthcare sector (n = 623) in 2018. The analysis indicates that both treatments positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found in either type of knowledge sharing. No negative effect of the tested incentives on knowledge sharing was observed. Hence, incentives might not harm knowledge sharing but also do not pay off in organizational practice. In contrast to these motivation-enhancing human resource practices, ability and opportunity-enhancing practices should be tested to foster knowledge sharing.},
  language  = {en}
}