The usability of financial incentives as motivators in performance-based evaluation systems for public employees: A sample from Turkey
Başlık çevirisi mevcut değil.
- Tez No: 402773
- Danışmanlar: DR. WEIWEI LIN
- Tez Türü: Yüksek Lisans
- Konular: Ekonomi, Maliye, Economics, Finance
- Anahtar Kelimeler: Motivation, Performance Evaluation System, Reward, Incentive, Public Employee
- Yıl: 2016
- Dil: İngilizce
- Üniversite: Rutgers, The State University of New Jersey-New Brunswick Campus
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 72
Özet
Özet yok.
Özet (Çeviri)
Inefficiency and unproductivity have been among the most prominent issues in the public sector for a few decades. These current problems mostly have been discussed for two interwoven sides; public organizations and public employees. According to the general perspective, to increase public employees' working performance will improve organizational performance, too. However, to have employees working higher motivation is another important issue that has a relationship with individual performance. To reward all employees with the same amount, level or way probably will reduce higher performed employees' motivation because they will start to think that“working with higher performance is not so important”(Greener, 2015, p. 104). I consider this determination reveals the importance of the relationship between getting higher motivation and performance assessment. Within the context of this approach, individual performance appraisal models have become much more popular in last three decades while its first implementations were seen much more time ago. Now, New Public Management (NPM) approach including also a performance-based dimension has been re-shaping public sector all around the world, recently. In other words, NPM is the“dominant”factor which has been re-shaping both personnel management approaches and structure of organizations in the public sector. When it focuses on public employees as a part of performance assessment, motivation process confronts because to increase employees' motivation and satisfaction level is a part of productivity issue, too. Hence, it has been theoretically claimed that individual performance assessment systems are instruments used by supervisors to manage employees in a way that will induce them to work effectively (Park, 2014, p. 388). There are many motivation theories suggesting many incentives and rewards in the literatüre. Furthermore, some scholars preferred to only mention and list a set of reward types or incentive classifications. It is expected to get much more likelihood of success by merging motivation and individual performance assessment processes. Despite the existence of an opponent scholar group in literature, to use of rewards and incentives for enhancing employees' individual performance is a common and generally accepted implementation modern human resources management (Yoon et al., 2015, p. 1164). Despite popularity of monetary rewards, non-monetary rewards also play an important role in increasing employees' motivation level; that is why it is one of the important areas which been delved and explored by the scholars around the world. This paper has sought to find out whether financial rewards -maybe as the most prominent and the first option that spring to mind- are the most effective tools for public employees' motivation and performance. Thus, their preferability level by public employees was searched and understood so there was be able to possible to make a comparison between financial and non-financial rewards. My findings were based on both implications obtained from literature and the results of my own survey study. According to all searches, observations, and analysis, I can obviously say that financial-based rewarding is not the single way to improve individual performance and motivation among public employees. Public sector and public personnel management have“different and sui generis”dynamics which should be considered in the motivational process, too. Certainly, financial rewards are among the“preferable”and significant motivators but they should be used carefully, especially in some countries having a strict personnel management system and more social-equalitarian labor relations such as Turkey. Also, their level of effect can change subject to some conditions like vocational, anticipatory or any other specific issues. This Capstone Project includes nine Chapters including references and appendixes parts, too. After introduction part, statement of the problem is explained in Chapter 2. Chapter 3 presents research questions of this Capstone Project while Chapter 4 includes a broad literature review part including both individual performance assessment models and motivation theories in addition to prominent and fundamental incentive types and main information about a specific survey study conducted by myself in Turkey. Chapter 5 explains the research of Project and Chapter 6 includes a set of computations, graphs, and charts regarding analysis and findings obtained from survey responses. Finally, conclusions and recommendations acquired through all study are shared in Chapter 7. References and appendixes are shown in Chapter 8 and 9, respectively.
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