The antecedents of employee performance in public sector organizations: a job equity perspective

This study examines the role of job equity in explaining employees’ perceptions of work unit performance in public sector organizations. Although prior research has explored various determinants of performance perceptions, the specific contribution of job equity remains underexplored. Drawing on social exchange theory, this study investigates the relationship between job equity and employees’ perceptions of work unit performance, while considering the mediating roles of job satisfaction, engagement, and innovation. Using secondary data from 42,571 public servants, both symmetric and asymmetric approaches were employed to capture linear relationships and configurational patterns. The findings reveal a significant positive association between job equity and perceived performance, with satisfaction, engagement, and innovation acting as key mediators. Additionally, multiple configurations leading to high performance perceptions were identified. Overall, this study underscores the importance of fostering equitable work environments and provides actionable insights for public managers aiming to enhance performance perceptions through targeted and evidence-based strategies.