Appraisals of public employees are important for a host of reasons, and particularly so with the increasing emphasis on pay-for-performance systems and performance-based management in the public sector. However, managerial appraisals of employees can be somewhat subjective and our understanding of the appraisal process in the public sector is largely U.S.-centric. In this study, we explore whether characteristics of managers, like a rater’s public service motivation (PSM), affect appraisal outcomes for their subordinates. Using a mixed experimental design, we analyze these dynamics in a non-U.S. context with MBA and MPA students enrolled in one of Korea’s top universities. We find that rater PSM moderates the influence of both task and non-task behavior on an employee’s performance appraisal.
Christensen, R. K., Whiting, S. W., Im, T., Rho, E., Stritch, J. M., & Park, J. (2013). Public service motivation, task, and non-task behavior: A performance appraisal experiment with Korean MPA and MBA students.International Public Management Journal, 16(1), 28-52.