TY - JOUR A1 - Wenzel, Anne-Kathrin A1 - Krause, Tobias A. A1 - Vogel, Dominik T1 - Making performance Pay Work BT - The Impact of Transparency, Participation, and Fairness on Controlling Perception and Intrinsic Motivation JF - Review of Public Personnel Administration N2 - 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. KW - performance pay KW - motivation crowding KW - performance-related pay KW - rewards KW - performance rating KW - performance appraisals Y1 - 2017 U6 - https://doi.org/10.1177/0734371X17715502 SN - 0734-371X SN - 1552-759X VL - 39 IS - 2 SP - 232 EP - 255 PB - Sage Publ. CY - Thousand Oaks ER - TY - JOUR A1 - Vogel, Dominik A1 - Kroll, Alexander T1 - The stability and change of psm-related values across time BT - Testing theoretical expectations against panel data JF - International public management journal N2 - 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. Y1 - 2016 U6 - https://doi.org/10.1080/10967494.2015.1047544 SN - 1096-7494 SN - 1559-3169 VL - 19 SP - 53 EP - 77 PB - J. C. B. Mohr CY - Abingdon ER - TY - GEN A1 - Vogel, Dominik A1 - Kroll, Alexander T1 - The Stability and Change of PSM-related Values across Time BT - Testing Theoretical Expectations against Panel Data N2 - 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. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 79 KW - Public Service Motivation Y1 - 2017 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-397783 ER - TY - GEN A1 - Kroll, Alexander A1 - Vogel, Dominik T1 - The PSM-leadership fit BT - a model of performance information use T2 - Postprints der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe N2 - 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. T3 - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 77 KW - Public Service Motivation KW - Performance Information Use KW - Leadership KW - Transformational Leadership KW - Person-Organization Fit Y1 - 2013 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-100853 SN - 1867-5808 IS - 77 ER - TY - JOUR A1 - Kroll, Alexander A1 - Vogel, Dominik T1 - The PSM-leadership fit: a model of performance information use JF - The journal of public administration N2 - 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. Y1 - 2014 U6 - https://doi.org/10.1111/padm.12014 SN - 0033-3298 SN - 1467-9299 VL - 92 IS - 4 SP - 974 EP - 991 PB - Wiley-Blackwell CY - Hoboken ER -