Proud to Be Pride
In: The International Journal of Community Diversity, Band 15, Heft 3, S. 1-13
ISSN: 2327-2147
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In: The International Journal of Community Diversity, Band 15, Heft 3, S. 1-13
ISSN: 2327-2147
In: The International Journal of Sustainability in Economic, Social, and Cultural Context, Band 11, Heft 4, S. 19-31
ISSN: 2325-114X
In: Loisir & société: Society and leisure, Band 39, Heft 2, S. 303-320
ISSN: 1705-0154
In: The International Journal of Environmental, Cultural, Economic, and Social Sustainability: Annual Review, Band 7, Heft 1, S. 193-206
In: Scandinavian Journal of Public Administration, Band 26, Heft 1, S. 45-65
ISSN: 2001-7413
This study analyses the legitimacy of different pay determination principles in Swedish public sector organisations. The aim is to explore what dimensions of worth exist in pay determination and to analyse the extent to which differences in legitimacy can be explained by organisational position, professional identity and organisational context. Theoretically, the article is influenced by "valuation studies" and the "institutional logics" and "orders of worth" approaches in analysing the existence of multiple dimensions of pay determination. Empirically, the study is based on surveys to employees and managers. The main results are that individual performance is the most legitimate dimension of worth, although job requirements and employee behaviour also have a high level of legitimacy. Formal individual competence and market value have a somewhat lower level of legitimacy, while organisational results is the dimension that has least legitimacy. In addition, the perceptions of legitimacy are shown to vary somewhat with position, profession and organisational context.
In: Review of public personnel administration, Band 42, Heft 3, S. 444-463
ISSN: 1552-759X
This study contributes to the evidence on motivational effects from performance-related pay (PRP) in the public sector. The theoretical point of departure is that the practical organization and administration locally affect the motivational effects of PRP. The analysis is based on surveys administered to employees (including managers) in Swedish public sector organizations at municipal, regional, and state levels. One of the main conclusions is that PRP is not motivating or demotivating per se, but can be both motivating and demotivating within in the same organization. The (de/)motivational effect depends on the local level organization and practices of PRP, particularly the quality of the performance appraisal dialogue. While confirming the importance of justice perceptions, it also shows the effects of managers' and employees' preparations, knowledge of criteria, the quality of the performance appraisal dialogue, and the manager's evaluation style, while controlling for justice perceptions and background variables.
In: International journal of public administration, Band 42, Heft 12, S. 985-996
ISSN: 1532-4265
In: The International Journal of Interdisciplinary Social and Community Studies, Band 8, Heft 3, S. 39-49
ISSN: 2324-7584