Public sector organizations are experiencing incredible pressures to become more efficient, while simultaneously maintaining a high level of responsiveness to public constituents. These pressures are translated into intense demands placed on public sector employees and their collective performance. The purpose of this article is to examine important perceptions about key organizational phenomena and related employee attitudes in the context of performance in public sector organizations. Specifically, the implications of perceived organizational support (POS) and perceived psychological contract support (PSCS) are explored, leading to the development of a conceptual model which embodies non-task behaviors of organizational citizenship behaviors and counterproductive work behaviors, as well as cynicism and embeddedness as salient attitudes that should be considered in conjunction with POS and PSCS as antecedents of job performance in public sector organizations.
All Science Journal Classification (ASJC) codes
- Public Administration
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation