The effect of pay for performance on work attitudes in the private, public, and nonprofit sectors: A panel study from South Korea (notice n° 569786)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 02003cam a2200217 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250121131625.0 |
| 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 | Bin Bae, Kwang |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | The effect of pay for performance on work attitudes in the private, public, and nonprofit sectors: A panel study from South Korea |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2023.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 32 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | The purpose of this study is to examine the differing effects of pay for performance on organizational commitment and job satisfaction in the public, private, and nonprofit sectors. Using data from the Korean Labor and Income Panel Study, this research found that pay for performance has a positive relationship with job satisfaction and organizational commitment in the private sector, a negative relationship with job satisfaction in the public sector, and a negative relationship with organizational commitment in the nonprofit sector. Points for practitionersWhen organizations in the public and nonprofit sectors begin adopting policies to increase extrinsic motivation, managers and scholars should carefully consider the negative effects of monetary incentives on job satisfaction and organizational commitment. The public sector emphasizes public values and public interests, which explains the significant effect of pay for performance on job satisfaction; meanwhile, the fact that the nonprofit sector focuses on organizational missions and goals, stakeholders, and employee motivation explains the positive effect of pay for performance on organizational commitment |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | étude par panel |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | engagement organisationnel |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | rémunération au rendement |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | comparaison sectorielle |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | satisfaction au travail |
| 786 0# - DATA SOURCE ENTRY | |
| Note | International Review of Administrative Sciences | 89 | 1 | 2023-03-01 | p. 139-155 | 0303-965X |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-international-review-of-administrative-sciences-2023-1-page-139?lang=en&redirect-ssocas=7080">https://shs.cairn.info/journal-international-review-of-administrative-sciences-2023-1-page-139?lang=en&redirect-ssocas=7080</a> |
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