Individual Performance in Public Institutions: Between Administrative Formalism and Organizational Efficiency

Abstract

The paper analyzes satisfaction with performance appraisal in public institutions by examining its multidi-mensional structure among public employees in Romania. The study focuses on the extent to which satis-faction with performance appraisal can be understood as a construct composed of several interrelated di-mensions, rather than as a single general perception. The research is based on a quantitative, cross-sectional survey conducted among public employees from county libraries and county councils in the North-West Region of Romania. Data were collected through an anonymous self-administered questionnaire compris-ing 12 items grouped into three theoretically defined dimensions: satisfaction with the most recent perfor-mance appraisal, satisfaction with the performance appraisal system, and satisfaction with the appraiser. Out of 230 distributed questionnaires, 214 valid responses were included in the analysis. The empirical analysis used exploratory factor analysis and confirmatory factor analysis to test and validate the proposed measurement model. The results indicate a clear three-factor structure of satisfaction with performance appraisal, supported by strong factor loadings, satisfactory reliability indicators, and acceptable model fit indices. The findings confirm that employee satisfaction with performance appraisal is a multidimensional construct, structured around the appraisal experience, the institutional appraisal system, and the relationship with the appraiser. The study contributes to the literature on public sector performance management by providing empirical evidence regarding the dimensional structure of satisfaction with performance ap-praisal in public institutions. From a practical perspective, the results suggest that improving performance appraisal systems requires not only formal procedures and standardized criteria, but also greater attention to fairness, feedback quality, managerial involvement, and the perceived usefulness of the appraisal pro-cess. The findings may support public managers and policymakers in redesigning appraisal systems that are more transparent, developmental, and aligned with organizational efficiency.