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

页码：256 / 280

页数：25

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