This study contributes to the evidence on motivational effects from performance-related pay (PRP) in the public sector. The theoretical point of departure is that the practical organization and administration locally affect the motivational effects of PRP. The analysis is based on surveys administered to employees (including managers) in Swedish public sector organizations at municipal, regional, and state levels. One of the main conclusions is that PRP is not motivating or demotivating per se, but can be both motivating and demotivating within in the same organization. The (de/)motivational effect depends on the local level organization and practices of PRP, particularly the quality of the performance appraisal dialogue. While confirming the importance of justice perceptions, it also shows the effects of managers’ and employees’ preparations, knowledge of criteria, the quality of the performance appraisal dialogue, and the manager’s evaluation style, while controlling for justice perceptions and background variables.

这项研究为公共部门绩效相关薪酬（PRP）的激励效应提供了证据。从理论上出发是因为本地的实际组织和管理会影响PRP的激励效果。该分析基于对市政，区域和州级瑞典公共部门组织中的员工（包括经理）进行的调查。主要结论之一是，PRP本身并不是在激励或消极，而是在同一组织内既可以激励也可以消极。激励效果取决于PRP的地方组织和实践，尤其是绩效评估对话的质量。在确认正义观念的重要性的同时，还展示了经理和员工的准备工作的效果，