Do Public Servants Welcome or Fear Merit Evaluation of Their Performance
Bibliographic Data
| ID | 10396091 |
|---|---|
| Authors | Nicholas P Lovrich (0000-0002-9173-547X), Paul Shaffer (0000-0002-4378-3805), Paul L Shaffer, Ronald H Hopkins, Donald A Yale |
| Year | 1980 |
| Volume | 40 |
| Issue | 3 |
| Pages | 214-214 |
| Publication date | 1980-05-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.2307/975373 |
| OpenAlex | W2154294410 |
| Language | EN |
| Citations received | 6 |
| References cited | 1 |
The simple concept of a 'merit system' has grown into a tangled web of complicated rules and regulations. Managers are weakened in their ability to reward the best and most talented people-and to fire those few who are unwilling to work. So my first proposition is this-there is not enough merit in the merit system. There is inadequate motivation because we have too few rewards for excellence and too few penalties for unsatisfactory work
Civil servants · Political science · Accounting and Organizational Management · Law · Psychology · Public Administration
Performance appraisal justice and employees' work engagement in the public sector
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A Case Study in Performance Appraisal System Development
Crowding-Out or Crowding-In? The Impact of Performance Rating on Public Service Motivation
Civil Service Reform in the United States Government
Performance Appraisal Practices for Upper Management in City Governments
| Citations per year | 0.14 |
|---|---|
| Citation span | 1982 - 2024 (43) |
| Highly cited | No |