Organizational commitment, public service motivation, and performance within the public sector
By: CAMILLERI, Emanuel
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Contributor(s): VAN DER HEIDJEN, Beatrice I.J.M.
Material type: 
ArticlePublisher: Armonk, NY : M. E. Sharpe, December 2007Public performance & management review 31, 2, p. 241-274Abstract: This study develops a performance management model by examining relations between various attributes that are assumed to enhance organizational commitment (OC) and public service motivation (PSM) and investigates the impact of these and other factors on employee performance. Structural equation modeling outcomes indicate that employee perception of how well the organization is managed is likely to result in higher OC, leading to a higher level of PSM and performance. The findings also show that job characteristics have a direct impact on both OC and PSM but a rather low, indirect effect on performance. Employees seem to need to prioritize tasks and be clearly informed of goals to avoid ambiguity and conflict, which have been found to have a negative impact on performance. Moreover, the empirical outcomes of our study indicate that informal performance measures may be suitable for assessment purposes in a public sector environment
This study develops a performance management model by examining relations between various attributes that are assumed to enhance organizational commitment (OC) and public service motivation (PSM) and investigates the impact of these and other factors on employee performance. Structural equation modeling outcomes indicate that employee perception of how well the organization is managed is likely to result in higher OC, leading to a higher level of PSM and performance. The findings also show that job characteristics have a direct impact on both OC and PSM but a rather low, indirect effect on performance. Employees seem to need to prioritize tasks and be clearly informed of goals to avoid ambiguity and conflict, which have been found to have a negative impact on performance. Moreover, the empirical outcomes of our study indicate that informal performance measures may be suitable for assessment purposes in a public sector environment
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