성과주의와 지각된 서비스성과

다국어 초록 (Multilingual Abstract)

As service industry has expanded, the previous literatures have paid attention to service quality by employees as organizational performance. Such new business trend has been applied in both private organizations and public enterprises to meet service expectation of customers. Related to service performance, there is a curious question whether performance-based policies can contribute to service performance. In particular, some researchers argue that performance-based policies without appropriate supports results in psychological resistance of employees. In fact, commentators criticize that organizations often ignore the internal processes related to justification during adaptation of a new policy. At least recent works conducted in individual level try to explain reasons of the failure of organizational change in terms of employee psychological aspects. In this line, reactions of employee on a new policy may be important antecedent to predict employee's behaviors.
The aim of paper is to find the integrative mechanism between service perfor-mance and employee's psychological reactions in public sector. First, we focus on the mediating role of work overload and interpersonal stress in the relationship between performance-based policy and perceived service performance. Furthermore, we examine the moderating role of public service motivation in the relationship among performance-based policy, work overload, interpersonal relationship. We predict that public service motivation may play a key role in recovery of resources because public service motivation embedded in organization institute emphasizes commitment to public interests beyond self-interests or organization interests. Taken together, we propose the moderated mediation in the same relationship.
Most hypotheses of this paper are supported by data. Our results demonstrate the paradoxical relations between performance-based policies and actual performance. Also, the moderating role of public service motivation may provide several theoretical and practical implications. First, the results may expand research by testing the mechanism of service performance in the organizational change contexts. Second, our findings suggest the effectiveness of the public service motivation as useful means to mitigate the negative effect of workload and performance-based policies.

참고문헌 (Reference)

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