There has always been a debate regarding the connection between performance-related pay and public service motivation. Edmund C. Stazyk attempted to explore the given matter in the article Crowding out intrinsic motivation? The role of performance-related pay. The first measure, public service motivation, used five items from Perry’s original study to gauge participation, which is suitable for the study, implying face validity (Stazyk, 2009). This indicates content validity since the measurements cover multiple different aspects of public service motivation. Aspects of a study such as a person’s feelings of compassion, selflessness, and civic obligation demonstrate criterion validity since they can lead to more robust results (Stazyk, 2009). Lastly, study’s participants’ claimed levels of public service motivation—below average, average, and high—three groups were created for simplicity of analysis. This indicates concurrent validity due to the use of the results to defend the argument of employee satisfaction with variable pay systems.
As for job satisfaction measures, two aspects were used like in early versions of the National Administrative Studies Project, which supports content validity due to diversification. “In general, I like working here” and “In general, I like the type of work I do” are the items with a Cronbach’s alpha of 0.723, demonstrating face validity and concurrent validity due to suitability and further use of the evidence in corroboration of the argument (Stazyk, 2009, p.16). According to the level of job satisfaction, participants were divided into three groups low job satisfaction (presumes a value of 1), average job satisfaction (presumes a value of 2), and high job satisfaction (presumes a value of 3), which demonstrates criterion validity.
Lastly, to gauge the clarity of organizational goals, three items are presented, defining criterion validity. The following are some of the objective clarity items, which have a Cronbach’s alpha of 0.828: The objective and goals of this organization are both well understood by the majority of its employees, and it is simple to convey these aims to outsiders (Stazyk, 2009, p.16). Organizational attitudes and actions are defined and shaped by clear organizational goals, which demonstrate content and face validity (Stazyk, 2009). According to how clear they thought their organization’s goals were, participants were divided into three categories: low goal clarity (supposes a value of 1), average goal clarity (supposes a value of 2), and high goal clarity (supposes a value of 3), which demonstrates concurrent validity.
Thus, the measures of Stazyk have full validity due to the ambiguity of variables and participants, which allows supporting the main argument. The main objective of the authors was to defend the argument of employee satisfaction with variable pay systems. The debate that concerned the connection between performance-related pay and public service motivation was the primary topic of the article. While Edmund C. Stazyk observed both sides of the matter, it was concluded that employees’ satisfaction is influenced by pay systems.
Reference
Stazyk, E.C. (2009). Crowding Out Intrinsic Motivation? The Role of Performance-Related Pay. American University.
Policy Evaluation
What were the financial consequences, and cost-effectiveness, of the policy?
As per the program’s objective, it was claimed that it was capable of helping the university control its budget. The given question targets the financial health of the institution that implements the policy. In the case of a shortage of professional officers and students’ inconsistency with their work due to studies, there might be threats to the financial condition of the university in case of emergencies.
Has the policy had any unpredictable consequences?
In the excerpt, it was stated that the university “considered freezing the hiring of new campus police officers.” The results of such measures can be detrimental to the health and safety of the staff, students, and nearby residents. Yet, the College of Policing (2021) claims that the campus officers have no influence on crime reduction. However, the question aims to see whether the policy can influence firearms or other security threats.
Did the police have the expected short-, medium-, and long-term effects?
According to the excerpt from the anonymized evaluation project, there will be a novel five-year plan for safety on a campus. The question lies within the anticipated time it will take to see the results of the policy. It is essential to understand whether the creation of on-site jobs for students and safety on campus was part of the long-term effects of the policy.
Reference
College of Policing. (2021). The effectiveness of visible police patrol. College of Policing. Web.