The Impact of Pay-for-Performance Schemes on the Performance of Australian and Malaysian Government Employees

  • Jeannette Taylor, LooSee Beh
  • Public Management Review, November 2013, Taylor & Francis
  • DOI: 10.1080/14719037.2013.816523

What is it about?

Supported by well-known motivation theories, and the logical notion that people should be rewarded for achievement, pay-for-performance (PFP) schemes are now widely applied across the public service in Asia Pacific as a means to raise employee performance. This comparative survey of over 300 Australian and Malaysian federal government employees examines whether their positive perceptions of PFP schemes have been associated with an improvement in their performance on formal and prescribed organizational activities or in-role behaviour (IRB).

Why is it important?

The study demonstrates the importance of pay-for-performance among public servants in two different countries. Factors such as psychological empowerment, organizational citizenship behaviour, and culture (high collectivism and low power distance) positively influenced the respondents’ IRB levels.

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The following have contributed to this page: Dr Jeannette Taylor and Professor Loo-See Beh