Employee involvement, public service motivation, and perceived organizational performance: testing a new model
基于中国公务员数据，检验员工参与通过工作满意度和组织承诺影响组织绩效的机制，发现参与直接提升绩效，但间接路径不显著，而公共服务动机对绩效有更强直接作用。
Limited research has been conducted to explore the mechanisms through which employee involvement affects organizational performance. This article furthers the research on the mechanisms by testing a new causal model based on the theoretical framework of high-involvement work systems. Based on data collected from a sample of civil servants in China, we used structural equation modeling to find that the direct effect of involvement practices on organizational performance is positive and statistically significant. However, the indirect path mediated by job satisfaction and organizational commitment are not statistically significant. In addition, we found that public service motivation exerts a positive and direct effect on organizational performance. PSM is more prominent than job commitment or satisfaction in motivating public employees to work towards organizational goals and to work harder. Points for practitioners Public managers should pay more attention to involving employees in management, which will not only improve organizational performance but also increase employees’ job satisfaction and affective commitment. Involvement can take a variety of forms such as sharing information with subordinates, providing performance evaluation feedback, and involving employees in decision-making.