성과주의와 지각된 서비스성과: 업무과부하, 대인관계스트레스, 공공서비스동기의 조절적 매개효과

As service industry has expanded, the previous literatures have paid attention toservice quality by employees as organizational performance. Such new businesstrend has been applied in both private organizations and public enterprises to meetservice expectation of customers. Related to service performance, there is acurious question whether performance-based policies can contribute to serviceperformance. In particular, some researchers argue that performance-based policieswithout appropriate supports results in psychological resistance of employees. Infact, commentators criticize that organizations often ignore the internal processesrelated to justification during adaptation of a new policy. At least recent worksconducted in individual level try to explain reasons of the failure of organizationalchange in terms of employee psychological aspects. In this line, reactions ofemployee on a new policy may be important antecedent to predict employee’sbehaviors. The aim of paper is to find the integrative mechanism between service performanceand employee’s psychological reactions in public sector. First, we focus onthe mediating role of work overload and interpersonal stress in the relationshipbetween performance-based policy and perceived service performance. Furthermore,we examine the moderating role of public service motivation in the relationshipamong performance-based policy, work overload, interpersonal relationship. Wepredict that public service motivation may play a key role in recovery of resourcesbecause public service motivation embedded in organization institute emphasizescommitment to public interests beyond self-interests or organization interests. Taken together, we propose the moderated mediation in the same relationship. Most hypotheses of this paper are supported by data. Our results demonstrate the paradoxical relations between performance-based policies and actual performance. Also, the moderating role of public service motivation may provide severaltheoretical and practical implications. First, the results may expand research bytesting the mechanism of service performance in the organizational change contexts. Second, our findings suggest the effectiveness of the public service motivation asuseful means to mitigate the negative effect of workload and performance-basedpolicies.