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Public sector agencies consistently face challenges in improving employee performance amid changing expectations, limited resources, and increased scrutiny. This study examined strategies that government managers can implement to boost employee performance, using goal-setting theory and expectancy theory as guiding frameworks. A sequential mixed-methods approach was used to combine qualitative insights from a systematic review with a quantitative analysis of the Federal Employee Viewpoint Survey (FEVS). The qualitative part summarized findings from peer-reviewed studies on public sector leadership and performance, while the quantitative analysis focused on FEVS indices aligned with six key themes: commitment and alignment, performance and accountability, psychological safety and trust, strategic communication, motivation and engagement, and learning and development.
Results from both strands of data revealed that when managers clearly communicate goals, foster alignment with organizational priorities, and promote ethical and supportive work environments, employee motivation and performance improve. Moreover, practices such as recognizing employee contributions, encouraging continuous learning, and facilitating open communication were associated with greater engagement and organizational effectiveness. The findings support the notion that managerial strategies grounded in psychological theories of motivation can significantly impact how employees perceive their roles and responsibilities within government institutions.
The study offers actionable recommendations for public sector managers, including integrating goal-setting into performance management systems, enhancing trust through transparent leadership, and creating structured development pathways for employees. These insights contribute to both the practical application of leadership strategies in government and the theoretical discourse on employee motivation and performance in bureaucratic contexts.