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

6 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

Fingerprint

fairness
leader
resources
performance
evaluation
employee
ministry
manager
management

Keywords

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

ASJC Scopus subject areas

  • Public Administration

Cite this

Linking pay-for-performance system with performance improvement : The role of fairness, organizational resources, and leader/managerial engagement. / Shim, Dong Chul; Park, Hyun Hee; Kwon, Yong Soo; Hwang, Sung Won.

In: International Review of Public Administration, Vol. 16, No. 2, 01.08.2011, p. 49-69.

Research output: Contribution to journalArticle

@article{f9f31cb07a0e44638802e4b1a9dc0511,
title = "Linking pay-for-performance system with performance improvement: The role of fairness, organizational resources, and leader/managerial engagement",
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.",
keywords = "Leader/managerial engagement, Organizational resource, Pay-for-performance, Perceived fairness, Performance management system",
author = "Shim, {Dong Chul} and Park, {Hyun Hee} and Kwon, {Yong Soo} and Hwang, {Sung Won}",
year = "2011",
month = "8",
day = "1",
doi = "10.1080/12264431.2011.10805196",
language = "English",
volume = "16",
pages = "49--69",
journal = "International Review of Public Administration",
issn = "1229-4659",
publisher = "Korean Association for Public Administration",
number = "2",

}

TY - JOUR

T1 - Linking pay-for-performance system with performance improvement

T2 - The role of fairness, organizational resources, and leader/managerial engagement

AU - Shim, Dong Chul

AU - Park, Hyun Hee

AU - Kwon, Yong Soo

AU - Hwang, Sung Won

PY - 2011/8/1

Y1 - 2011/8/1

N2 - 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.

AB - 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.

KW - Leader/managerial engagement

KW - Organizational resource

KW - Pay-for-performance

KW - Perceived fairness

KW - Performance management system

UR - http://www.scopus.com/inward/record.url?scp=84865145528&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84865145528&partnerID=8YFLogxK

U2 - 10.1080/12264431.2011.10805196

DO - 10.1080/12264431.2011.10805196

M3 - Article

AN - SCOPUS:84865145528

VL - 16

SP - 49

EP - 69

JO - International Review of Public Administration

JF - International Review of Public Administration

SN - 1229-4659

IS - 2

ER -