Predicting How Federal Managers Perceive Criteria Used for Their Promotion
Bibliographic Data
| ID | 10401434 |
|---|---|
| Authors | Janice M Beyer, John M Stevens, John Stevens (0000-0002-9867-7209), Harrison M Trice |
| Year | 1980 |
| Volume | 40 |
| Issue | 1 |
| Pages | 55-55 |
| Publication date | 1980-01-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.2307/976109 |
| OpenAlex | W2319299002 |
| Language | EN |
| Citations received | 4 |
| References cited | 1 |
Administrative theory based on managerial experience and scholarly theories of motivation agree that rewarding workers for good performance encourages and usually produces better performance than failing to provide such rewards. Particular theories have been concerned to specify relevant rewards and the conditions under which rewards affect performance. In a relatively recent refinement to this general approach, expectancy theories of motivation suggest limiting conditions for the motivating effects of rewards.' According to expectancy theory, persons will be motivated to perform only those actions that they perceive to have some probability of leading to outcomes (rewards) which they desire. Furthermore, expectancy theory posits that motivation is the product of a multiplicative relationship between the expected probability of a given reward following a given behavior (or set of behaviors) and the value attached to that reward. Thus, even the most desired rewards will have little impact on behavior, according to expectancy theory, if workers perceive the probability of obtaining the reward for that behavior to be zero or close to zero. This research explores the expectations of managers working for U.S. government agencies regarding which factors are likely to lead to their promotion. Since monetary rewards are largely tied to advancement through grades in the civil service, promotions constitute the major extrinsic reward available to motivate these managers. Their perceptions of the promotional criteria used within their organizations, and the identification of factors predicting those perceptions thus have important implications for managerial performance in the federal government. Although the federal civil service is ostensibly a merit system, the criteria used to determine civil service grades include factors other than past performance. Qualifications, in terms of education or expertise, are also
Business · Political science · Politics · Process management · Promotion (chess · Public relations · Public Policy and Administration Research
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,1 |
| Citation span | 1986 - 1996 (11) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 4 |