Encouraging public service ethos and job crafting in public organizations

Purpose – This study addresses the general issue of the behavioral implications of performance management systems (PMSs). More specifically, it explores how the perceived accuracy of PMS influences the job crafting (JC) behaviors of employees via public service ethos (PSE) while considering the moderating role of task uncertainty. Design/methodology/approach – The data were obtained through a three-wave study from a sample of Italian municipalities and analyzed using a regression methodology. Findings – Perceived PMS accuracy had a positive effect on JC behaviors aimed at increasing structural resources, increasing social resources, and increasing challenging demands and a negative effect on behaviors aimed at decreasing hindering demands via PSE. The indirect effect of perceived PMS accuracy on JC via PSE was significant only for low task uncertainty levels. Originality/value – The main original contribution of this study is that it shows that the relationship between PMS and proactive employee behavior depends both on employees’ value-based interpretation of performance management and on the contextual conditions under which performance is managed. This is a relevant issue, as it may have significant practical implications regarding how public managers should design and manage PMS