Journal
PUBLIC PERFORMANCE & MANAGEMENT REVIEW
Volume 34, Issue 2, Pages 139-165Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.2753/PMR1530-9576340201
Keywords
funding; job performance; job satisfaction; mission contribution; public service motivation
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Articles empirically examining job performance in the public sector are scant. As a result, in this article a theoretical research model is developed to examine job performance, and it is subsequently tested on state government workers. The findings are clear: Role ambiguity negatively affects employee job performance; mission contribution is fully validated (i.e., employees who directly contributed to the mission of the agency reported higher performance); government employees reported higher performance levels when they believed agencies received enough funding to fulfill their goals; and individual job performance was higher when employees believed that their agency spent appropriated funds efficiently. The implications these findings have for public agencies and officials are thoroughly discussed.
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