Linking pay-for-performance system with performance improvement: The role of fairness, organizational resources, and leader/managerial engagement

Dong Chul Shim, Hyun Hee Park, Yong Soo Kwon, Sung Won Hwang

Research output: Contribution to journalArticle

7 Citations (Scopus)

Abstract

This study explores the antecedents of successful implementation of the pay-for-performance system by conducting surveys in 11 different ministries and administrations of the Korean government. In particular, this study examined the roles of fairness of performance evaluation, organizational resources, and leader/managerial engagement. The results suggest that fairness of performance evaluation and leader/managerial engagement can be important factors in directly enhancing employees’ perceived performance. Organizational resources were also found to indirectly improve employees’ perceived performance by enhancing the fairness of performance evaluations. The results are expected to help public managers understand how performance management systems can be developed in government organizations.

Original languageEnglish
Pages (from-to)49-69
Number of pages21
JournalInternational Review of Public Administration
Volume16
Issue number2
DOIs
Publication statusPublished - 2011 Aug 1
Externally publishedYes

Keywords

  • Leader/managerial engagement
  • Organizational resource
  • Pay-for-performance
  • Perceived fairness
  • Performance management system

ASJC Scopus subject areas

  • Public Administration

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