Public Service Motivation, Performance-Contingent Pay, and Job Satisfaction of Street-Level Bureaucrats

被引：2
|
作者：
Tu, Wenyan [1 ]
Hsieh, Chih-Wei [2 ]
Chen, Chung-An [3 ]
Wen, Bo [4 ,5 ]
机构：
[1] Fudan Univ, Shanghai, Peoples R China
[2] City Univ Hong Kong, Kowloon, Hong Kong, Peoples R China
[3] Nanyang Technol Univ, Singapore, Singapore
[4] Univ Macau, Taipa, Macau, Peoples R China
[5] Univ Macau, Ave da Univ, Taipa, Macau, Peoples R China
来源：
PUBLIC PERSONNEL MANAGEMENT | 2024年 / 53卷 / 02期
基金：
中国国家自然科学基金;
关键词：
public service motivation; performance-contingent pay; perceived job control; job satisfaction; street-level bureaucrats in Hong Kong; PERSON-ORGANIZATION FIT; SELF-DETERMINATION; EMOTIONAL LABOR; INTRINSIC MOTIVATION; WORK; DEMANDS; SECTOR; AUTONOMY; MODEL; INCENTIVES;
D O I：
10.1177/00910260231201628
中图分类号：
F24 [劳动经济];
学科分类号：
020106 ; 020207 ; 1202 ; 120202 ;
摘要：
Does job satisfaction of street-level bureaucrats depend on intrinsic public service motivation (PSM) or extrinsic performance-contingent pay? Which factor exerts a more substantial impact on job satisfaction? Drawing on a data set of 220 frontline public service workers in Hong Kong, this study examines the nuanced relationship among PSM, performance-contingent pay, and job satisfaction. The findings show that both PSM and performance-contingent pay elevate the job satisfaction of street-level bureaucrats through a shared mediator-perceived job control. Furthermore, PSM, as an intrinsic motivator, exerts a stronger impact on job satisfaction than performance-contingent pay.
引用
收藏
页码：256 / 280
页数：25
相关论文
共 50 条
12345