000			01947cam a2200169 4500500
005			20250121131501.0
041			_afre
042			_adc
100	1	0	_aQi, Fanhua _eauthor
700	1	0	_a Wang, Weijie _eauthor
245	0	0	_aEmployee involvement, public service motivation, and perceived organizational performance: testing a model
260			_c2018.
500			_a30
520			_aLimited 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.
786	0		_nInternational Review of Administrative Sciences | 84 | 4 | 2018-12-03 | p. 773-791 | 0303-965X
856	4	1	_uhttps://shs.cairn.info/journal-international-review-of-administrative-sciences-2018-4-page-773?lang=en&redirect-ssocas=7080
999			_c569487 _d569487