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  - 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  - 
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  -