The Effect of Monetary Incentives on Individual and Organizational Performance in an Italian Public Institution
1
Department of Mechanical, Energy, Management and Transportation Engineering, University of Genoa, Via Opera Pia 15, 16145 Genoa, Italy
2
LIUC, Cattaneo University, Corso G. Matteotti 22, 21053 Castellanza (VA), Italy
*
Author to whom correspondence should be addressed.
Adm. Sci. 2019, 9(3), 72; https://doi.org/10.3390/admsci9030072
Received: 29 May 2019
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Revised: 12 September 2019
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Accepted: 14 September 2019
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Published: 19 September 2019
This paper addresses the role of monetary incentives with regard to the performance of employees and organizations. The distribution of monetary incentives among employees in public administration has been investigated. Specifically, the traditional approach of bureaucracy that pays a premium to each employee, based on the position held, is compared with a merit approach which tends to recognize and reward individual contributions. A task advice centrality indicator and a value index have been defined and used to study the performance of employees. The results show a modification of individual behaviors, in line with the theoretical foundations and predictions formulated.
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Keywords:
monetary incentives; organization; public administration; networks
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MDPI and ACS Style
Cainarca, G.C.; Delfino, F.; Ponta, L. The Effect of Monetary Incentives on Individual and Organizational Performance in an Italian Public Institution. Adm. Sci. 2019, 9, 72. https://doi.org/10.3390/admsci9030072
AMA Style
Cainarca GC, Delfino F, Ponta L. The Effect of Monetary Incentives on Individual and Organizational Performance in an Italian Public Institution. Administrative Sciences. 2019; 9(3):72. https://doi.org/10.3390/admsci9030072
Chicago/Turabian StyleCainarca, Gian C., Francesco Delfino, and Linda Ponta. 2019. "The Effect of Monetary Incentives on Individual and Organizational Performance in an Italian Public Institution" Administrative Sciences 9, no. 3: 72. https://doi.org/10.3390/admsci9030072
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