Leading public service organizations: How to obtain high employee self-efficacy and organizational performance

Publikation: Forskning - peer reviewTidsskriftartikel

DOI

Concerns are sometimes raised that transactional leadership harms public organisations’ performance, because demands thwart employees’ self-efficacy. However, the opposite may be argued – conditional rewards strengthen feelings of competence because they provide positive feedback on performance. We study ninety-two high school principals’ reported use of contingent rewards and sanctions and self-efficacy among their 1,932 teachers. The results indicate that contingent rewards strengthen self-efficacy, and that sanctions are not negatively related with self-efficacy or performance. Furthermore, the teachers’ self-efficacy can be linked positively to organisational performance. This suggests that rewards can be an important tool for managers in the public sector.
OriginalsprogEngelsk
TidsskriftPublic Management Review
Vol/bind19
Tidsskriftsnummer2
Sider (fra-til)253-273
Antal sider21
ISSN1471-9037
DOI
StatusUdgivet - 2017

Se relationer på Aarhus Universitet Citationsformater

ID: 96359738