Factors affecting job performance in public agencies
By: CAILLIER, James Gerard
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ArticlePublisher: Armonk : SAGE, dec. 2010Subject(s): Avaliação de Desempenho | Serviço Público | Motivação | Gestão ParticipativaPublic Performance & Management Review 34, 2, p. 139-165Abstract: Articles empirically examining job performance in the public sector are scant. As a result, in this article a theoretical research model is developed to examine job performance, and it is subsequently tested on state government workers. The findings are clear: Role ambiguity negatively affects employee job performance; mission contribution is fully validated (i.e., employees who directly contributed to the mission of the agency reported higher performance); government employees reported higher performance levels when they believed agencies received enough funding to fulfill their goals; and individual job performance was higher when employees believed that their agency spent appropriated funds efficiently. The implications these findings have for public agencies and officials are thoroughly discussed.
Articles empirically examining job performance in the public sector are scant. As a result, in this article a theoretical research model is developed to examine job performance, and it is subsequently tested on state government workers. The findings are clear: Role ambiguity negatively affects employee job performance; mission contribution is fully validated (i.e., employees who directly contributed to the mission of the agency reported higher performance); government employees reported higher performance levels when they believed agencies received enough funding to fulfill their goals; and individual job performance was higher when employees believed that their agency spent appropriated funds efficiently. The implications these findings have for public agencies and officials are thoroughly discussed.
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