Employee involvement, public service motivation, and perceived organizational performance: testing a model (notice n° 569487)
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| fixed length control field | 01947cam a2200169 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250121131501.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Qi, Fanhua |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Employee involvement, public service motivation, and perceived organizational performance: testing a model |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2018.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 30 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Limited research has been conducted to explore the mechanisms through which employee involvement affects organizational performance. This article furthers the research on the mechanisms by testing a new causal model based on the theoretical framework of high-involvement work systems. Based on data collected from a sample of civil servants in China, we used structural equation modeling to find that the direct effect of involvement practices on organizational performance is positive and statistically significant. However, the indirect path mediated by job satisfaction and organizational commitment are not statistically significant. In addition, we found that public service motivation exerts a positive and direct effect on organizational performance. PSM is more prominent than job commitment or satisfaction in motivating public employees to work towards organizational goals and to work harder.Points for practitionersPublic managers should pay more attention to involving employees in management, which will not only improve organizational performance but also increase employees’ job satisfaction and affective commitment. Involvement can take a variety of forms such as sharing information with subordinates, providing performance evaluation feedback, and involving employees in decision-making. |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Wang, Weijie |
| Relator term | author |
| 786 0# - DATA SOURCE ENTRY | |
| Note | International Review of Administrative Sciences | 84 | 4 | 2018-12-03 | p. 773-791 | 0303-965X |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-international-review-of-administrative-sciences-2018-4-page-773?lang=en&redirect-ssocas=7080">https://shs.cairn.info/journal-international-review-of-administrative-sciences-2018-4-page-773?lang=en&redirect-ssocas=7080</a> |
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