Suchergebnisse

Job autonomy allows employees to act upon contextual knowledge to introduce performance-enhancing work process improvements. However, autonomy is not a sufficient condition for change-oriented organizational citizenship behavior (OCB), as employees may lack the skills, information, or psychological safety necessary to pursue change. I propose a job autonomy-based multi-conditional process model of change-oriented OCB that takes into account the mediating role of job performance and the moderating roles of both role ambiguity and procedural justice. Using a large sample of Korean central and local government workers, I estimate a latent variable moderated mediation model. The results suggest that the effect of job autonomy on change-oriented OCB via job performance is strongest when role ambiguity is low and procedural justice is high. In closing, I argue that public managers need to be cognizant of the subtle factors that shape the impact of job autonomy on employee behavioral outputs.

The introduction of market-based competition into the public service delivery process may incentivize desirable bureaucratic behaviors but may also have unintended effects. Using a sample of public servants from 48 countries and cross-country estimates of public service marketization, this study provides evidence of a competition-based erosion of public service motivation (PSM). Second, using three different estimates of external market competitiveness, the analysis shows that the negative effect of marketization on PSM strengthens as external competitiveness intensifies. This study extends the motivational crowding literature by linking the hypothesis to contextual factors and testing the theory in a cross-national setting.

This study develops a theoretical framework linking performance management (PM) to change-oriented organizational citizenship behavior, an extra-role employee activity aimed at improving organizational functioning by introducing micro-level change. The role of organizational identification as a mediating mechanism linking PM to change-oriented behavior is also explored. Using survey data gathered from employees of central government ministries in South Korea, structural equation modeling and bias-corrected bootstrap confidence intervals are used to test a number of empirical hypotheses related to the constructs mentioned above. The results of the analysis suggest that PM has a positive effect on change-oriented behavior, but that its effect is primarily due to its positive relationship with identification. Following a presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.

While legitimacy plays a key role in determining if a public sector rule or process objectively qualifies as red tape, it is unclear if legitimacy shapes subjective red tape judgments. We use a sample of South Korean citizens and a vignette-based survey experiment describing applying for a small business COVID-19 relief fund to test the relevance of rule legitimacy for perceived red tape. We find that obtaining a favorable outcome (receiving the fund) reduces perceived red tape, but that neither input nor output legitimacy plays a consistent role. Second, we find that public service motivation moderates the role of both input and output legitimacy on perceived red tape, though in different directions. For those with high levels of public service motivation, output legitimacy reduces perceived red tape. However, for the same group, input legitimacy increases it. We provide a detailed discussion of the contributions of our study.

A rapid and comprehensive policy response allowed South Korea to contain an aggressive outbreak of COVID-19 without resorting to the harsh lockdown measures necessitated in other countries. However, while the general content of Korea's response is now fairly well-known, what has received less attention is the unique governance context in which the country's containment strategy was formulated and implemented. This article focuses on 3 administrative elements of Korea's pandemic containment approach. First, the central government effectively coordinated the efforts of sub-national governments to ensure critical resource availability and deliver a response calibrated to the situation of each locale. Second, ongoing inter-sectoral collaboration was used to marshal non-government resources in both the biotech and medical sectors which in turn enabled core features of Korea's policy, including a rapid acceleration of testing. Third, a timely, accessible, and technocratic communications strategy, led by public health experts and leveraging the country's highly developed information and communications technology systems, facilitated citizen trust and ultimately voluntary compliance with public health directives. Although the Korean approach offers a number of lessons for other countries, by ignoring the specific administrative and social characteristics that are relevant to its implementation, policymakers risk overestimating its inter-contextual portability. By thoroughly contextualizing Korea's virus containment strategy, this article seeks to minimize this risk.

The use of performance pay in public organizations is contentious partly because it can crowd out the intrinsic motivation associated with public service. However, not all public employees are service oriented and sensitivity to extrinsic rewards varies between them. Exchange ideology measures the strength of an individual's belief that work effort should be proportional to treatment by the organization. We argue that this psychological trait conditions the relationship between performance pay and pay satisfaction. An analysis of survey data collected from Korean government employees shows that performance pay is positively related to pay satisfaction in the average case, and second that this relationship is stronger for employees with higher levels of exchange ideology. Monte Carlo simulations suggest that the size of the moderating effect is nontrivial. We discuss the relevance of our findings to performance-oriented human resource reform in the public sector.

Given the crucial role of bureaucrats in determining the success of participatory policy-making efforts, understanding the factors that influence their beliefs about public participation is an important research goal. Building on public service motivation (PSM) and organizational echelons theory, this study develops a model of perceived participation efficacy for civil servants and tests it using data from a survey of South Korean central government employees. Ordered logistic regression analysis suggests that PSM plays a differential role in determining beliefs about participation across organizational strata. Monte Carlo simulations are used to better understand this effect. The results suggest that PSM is a significant factor in determining perceived participation efficacy for high-level civil servants but plays little role for lower level, frontline employees. A number of implications of this study, as well as directions for future research, are discussed.