Is merit pay changing ethos in public administration?

This article aims to explore the changes in the organizational culture of public administrations following the implementation of performance-related pay—PRP systems. The work explores the switch to an explicit remuneration system through the implementation of incentives and focuses on the effects, p...

Descripción completa

Guardado en:

Detalles Bibliográficos
Autores principales:	Renato Ruffini, Giuseppe Modarelli, Roberta Sferrazzo, Matteo Turri
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2020
Materias:	performance-related pay public administration incentives evaluation organizational change Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/63138941f8c141b59b161237a27dc2db
Etiquetas:	Agregar Etiqueta Sin Etiquetas, Sea el primero en etiquetar este registro!

id	oai:doaj.org-article:63138941f8c141b59b161237a27dc2db
record_format	dspace
spelling	oai:doaj.org-article:63138941f8c141b59b161237a27dc2db2021-12-02T15:59:33ZIs merit pay changing ethos in public administration?2331-197510.1080/23311975.2020.1724703https://doaj.org/article/63138941f8c141b59b161237a27dc2db2020-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2020.1724703https://doaj.org/toc/2331-1975This article aims to explore the changes in the organizational culture of public administrations following the implementation of performance-related pay—PRP systems. The work explores the switch to an explicit remuneration system through the implementation of incentives and focuses on the effects, positive or negative, this has had on the ethos of public administrations. Data from a survey carried out among private and public employees in a specific area of Southern Italy are used to analyze how the shift from an implicit to an explicit remuneration system has impacted the public servants’ ethos. Due to the application of PRP, public servants are now expected to be compensated based on their performance. The ineffective management of incentives in public administrations affects the intrinsic motivation of public employees and may lead to moral disengagement. While the previous literature has focused on the practical challenges and limitations of PRP, less has been written about how PRP has changed the culture of public administrations. This article shows how PRP can change the traditional ethos of public administrations’ services based on the Weberian model of bureaucracy, replacing the latter with a new one.Renato RuffiniGiuseppe ModarelliRoberta SferrazzoMatteo TurriTaylor & Francis Grouparticleperformance-related paypublic administrationincentivesevaluationorganizational changeBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 7, Iss 1 (2020)
institution	DOAJ
collection	DOAJ
language	EN
topic	performance-related pay public administration incentives evaluation organizational change Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	performance-related pay public administration incentives evaluation organizational change Business HF5001-6182 Management. Industrial management HD28-70 Renato Ruffini Giuseppe Modarelli Roberta Sferrazzo Matteo Turri Is merit pay changing ethos in public administration?
description	This article aims to explore the changes in the organizational culture of public administrations following the implementation of performance-related pay—PRP systems. The work explores the switch to an explicit remuneration system through the implementation of incentives and focuses on the effects, positive or negative, this has had on the ethos of public administrations. Data from a survey carried out among private and public employees in a specific area of Southern Italy are used to analyze how the shift from an implicit to an explicit remuneration system has impacted the public servants’ ethos. Due to the application of PRP, public servants are now expected to be compensated based on their performance. The ineffective management of incentives in public administrations affects the intrinsic motivation of public employees and may lead to moral disengagement. While the previous literature has focused on the practical challenges and limitations of PRP, less has been written about how PRP has changed the culture of public administrations. This article shows how PRP can change the traditional ethos of public administrations’ services based on the Weberian model of bureaucracy, replacing the latter with a new one.
format	article
author	Renato Ruffini Giuseppe Modarelli Roberta Sferrazzo Matteo Turri
author_facet	Renato Ruffini Giuseppe Modarelli Roberta Sferrazzo Matteo Turri
author_sort	Renato Ruffini
title	Is merit pay changing ethos in public administration?
title_short	Is merit pay changing ethos in public administration?
title_full	Is merit pay changing ethos in public administration?
title_fullStr	Is merit pay changing ethos in public administration?
title_full_unstemmed	Is merit pay changing ethos in public administration?
title_sort	is merit pay changing ethos in public administration?
publisher	Taylor & Francis Group
publishDate	2020
url	https://doaj.org/article/63138941f8c141b59b161237a27dc2db
work_keys_str_mv	AT renatoruffini ismeritpaychangingethosinpublicadministration AT giuseppemodarelli ismeritpaychangingethosinpublicadministration AT robertasferrazzo ismeritpaychangingethosinpublicadministration AT matteoturri ismeritpaychangingethosinpublicadministration
_version_	1718385332331741184

Is merit pay changing ethos in public administration?

Ejemplares similares