RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

Identifying the forces beyond state employees’ self-reported attitudes towards performance… 165
Table 3: Me vs others and hierarchy position
(1) (2) (3) (4)
VARIABLES Clerks_own Managers_Own Clerks_Norm Managers_Norm
A PRP system help the workforce to
improve its productivity
0.364** 0.259 0.154 0.444**
A PRP system help public servants to
better understand the organization values
and priorities
A PRP systems in public administration
discourage low-skilled applicants
A PRP system prompt employees to be
interested in tasks related to financial
incentives
A PRP system lead a public servant to an
unethical behavior
A PRP systems demotivate public
servants that are intrinsically stimulated
A PRP system influence positively:
supervisor-employee relationship
A PRP system influence positively:
relationships with colleagues
A PRP system influence positively:
total pay
A PRP system influence positively: sense
of job security
A PRP system influence positively:
tensions in work
0.586** 0.895*** 0.452* 0.0683
0.175 -0.525** -0.242 -0.245
-0.00892 0.148 -0.533*** -0.194
-0.298 -0.456* -0.204 -0.177
-0.554** -0.418 -0.185 -0.872**
-0.237 0.187 -0.173 -0.0931
0.349 0.574 -0.130 0.125
0.666*** 0.374** 0.466*** 0.280
-0.0149 0.0996 0.0293 -0.404
0.730*** 0.185 0.0975 0.114
Male 0.163 0.164 0.255** 0.336**
Job satisfaction 0.242*** 0.0881 0.118* 0.151*
Constant cut1 -0.832*** -0.790*** -0.816*** -0.875***
Constant cut2 -0.177* -0.470*** -0.0673 -0.144
Constant cut3 0.162 0.0207 0.403*** 0.412***
Constant cut4 0.640*** 0.507*** 1.033*** 0.963***
Constant cut5 1.399*** 1.312*** 1.722*** 1.602***
Constant cut6 1.852*** 2.069*** 2.197*** 2.135***
Observations 307 213 306 212
Conclusions
During the last decades, governments in most developed countries have adopted PRP
schemes in the public sector (Schmidt et al., 2011; Weibel et al., 2010). Nonetheless, relevant
studies observed that PRP schemes in the public sector have generally been unsuccessful,
triggering a debate whether PRP works in public organizations (e.g. Kessler, 1994; Marsden
&Richardson, 1994). This failure is attributed to the fact that public organizations were coerced
to mimic private organizations’ practices for political and communicational purposes (e.g.
Brown, 2001; Reilly, 2003). For some politicians, the introduction of PRP schemes signals