RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

Identifying the forces beyond state employees’ self-reported attitudes towards performance… 161
Table 1: Mean ‘own perception’, ‘others perceptions’ and ‘me-vs-others misperceptions’
N Obs. Own perception Others perception Misperception t-test
Mean S.D Mean S.D Mean S.D
All 569 3.86 1.85 3.17 1.60 0.82 1.60 12.17***
Clerks 338 3.76 1.87 3.08 1.59 0.91 1.59 10.55***
Managers 229 4.00 1.81 3.31 1.62 0.68 1.62 6.32***
Manager-clerks differences
Research suggests that job status influences behaviour with respect to work. Therefore,
we conduct our research on status differences (REF) in order to highlight whether there are
job status differences in terms of the perceived implementation of the PRP system. Therefore,
we split the sample into two groups, those with a clerical position and those with a managerial
position.
Table 3 in the Appendix presents summary statistics of the responses. The average numerical
answers of 18 out of 20 attitudinal traits from both managers’ and clerks’ responses are
greater than the midpoint of the scales (2.5). This indicates that, on average, both managers
and clerks tend to be positive rather negative with respect to the introduction of a PRP scheme
in their job. The t-statistics for these job status differences indicate for 10 out of 20 attitudinal
traits high statistical significance. Managers are more optimistic than clerks that a PRP
system will help managers to set clear and measurable goals in their job, establishing an organizational
culture oriented in performance, attract high-skilled employees and discourage lowskilled
employees, positively influence promotion prospects, and total pay. On the other hand,
clerks believe more than managers that a PRP system will reduce the creativity and innovation
in the public sector, demotivate public servants that are intrinsically stimulated, whereas
it will produce fewer tensions in work. Summing up, we show that managers tend to be more
optimistic than clerks in the successful implementation of PRP systems.
Empirical methodology
This study followed the methodology for measuring self-vs.-other discrepancies between
attitudes by asking employees to form an opinion on what others think regarding a possible
implementation of a PRP scheme in their job.
The methodology employed is based on regressions that relate the likelihood of PRP system
to a set of attitudinal statements.
Own perception of the effective implementation of a PRP system: P i
= ϑX i
+ δS i
+ ε ι
(Model 1)
where P i
is the own perceived implementation of the PRP system in the public sector stated
by individual i, X i
are the attitudinal variables, S i
is a vector of control variables and ε ι
is the
error term.
The regression was re-run for the coworkers’ perception to identify differences in the
explanatory factors of own and others’ perceptions.
Others perception of the effective implementation of a PRP system: L i
= αX i
+ λS i
+ u ι
(Model 2)
The results of the regressions are presented in Tables 2 and 3.