000			01612naa a2200181uu 4500
001			8062516470310
003			OSt
005			20190211163848.0
008			080625s2008 xx ||||gr |0|| 0 eng d
100	1		_aCAMILLERI, Emanuel _934798
245	1	0	_aOrganizational commitment, public service motivation, and performance within the public sector
260			_aArmonk, NY : _bM. E. Sharpe, _cDecember 2007
520	3		_aThis 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
700	1		_aVAN DER HEIDJEN, Beatrice I.J.M _910888
773	0	8	_tPublic performance & management review _g31, 2, p. 241-274 _dArmonk, NY : M. E. Sharpe, December 2007 _xISSN 15309576 _w
942			_cS
998			_a20080625 _b1647^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26872 _d26872
041			_aeng