This study shows that performance management systems (PMS), if perceived as accurate by public employees, have a positive influence on their public service ethos. However, this relationship is negatively moderated by task uncertainty: when activities are less predictable, such positive influence is reduced. Also, higher levels of public service ethos increase the employees’ propension to engage in expansive job crafting behaviors through which they try to increase both their resources and their challenging job demands, while they also become more resilient to hindering job demands. The results of this study provide new insights about the potential positive effects of PMS in the public sector and, more specifically, about how PMS should be designed and implemented to achieve them. The study was conducted in 12 Italian municipalities through a multi-waves research design.
Encouraging Public Service Ethos and Job Crafting in Public Organizations
Berdicchia, Domenico
;Masino, Giovanni;Bracci, Enrico;Tallaki, Mouhcine
2022
Abstract
This study shows that performance management systems (PMS), if perceived as accurate by public employees, have a positive influence on their public service ethos. However, this relationship is negatively moderated by task uncertainty: when activities are less predictable, such positive influence is reduced. Also, higher levels of public service ethos increase the employees’ propension to engage in expansive job crafting behaviors through which they try to increase both their resources and their challenging job demands, while they also become more resilient to hindering job demands. The results of this study provide new insights about the potential positive effects of PMS in the public sector and, more specifically, about how PMS should be designed and implemented to achieve them. The study was conducted in 12 Italian municipalities through a multi-waves research design.I documenti in SFERA sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
