Enabling management information systems and the quality of performance of public servants

ABSTRACT

This article examines the influence of enabling Management Information Systems (MIS) on the quality of performance of public servants, mediated by commitment to the role. In light of social exchange theory, the study demonstrates that the use of enabling MIS positively influences the quality of performance of public servants and that commitment to the role mediates this relationship. A multigroup analysis reveals that public servants with different types of employment (permanent or commissioned) and varying length of service exhibit distinct effects in this relationship. The results present theoretical and practical implications by providing evidence that behavioral factors, such as commitment to the role, help explain the effect of enabling MIS on the quality of performance, and that personal aspects, such as employment type and length of service, impact the quality of performance in distinct ways. These findings are relevant for institutional policies and the quality of service delivered to citizens. The research offers new evidence, focusing on the public sector, regarding the role of enabling MIS in enhancing the quality of performance of public servants, with the mediating effect of commitment to the role. A survey was conducted with 252 employees of an institution responsible for upholding the state's legal order, and data analysis was performed using partial least squares structural equation modeling (PLS-SEM).

Keywords:
social exchange theory; enabling management information systems; quality of performance; commitment to the role

RESUMO

Este artigo examina a influência de sistemas de informação gerencial (SIG) habilitantes na qualidade do desempenho de servidores públicos, mediada pelo comprometimento com a função. O estudo evidencia, à luz da teoria da troca social, que o uso de SIG habilitantes influencia positivamente a qualidade do desempenho de servidores públicos e que o comprometimento com a função medeia esta relação. A análise multigrupos revela que servidores com vínculo efetivo ou comissionado e com menor ou maior tempo de atuação apresentam efeitos distintos nessa relação. Os resultados apresentam implicações teóricas e práticas, ao apresentar evidências de que aspectos comportamentais, como o comprometimento com a função, ajudam a explicar o efeito de SIG habilitantes na qualidade do desempenho, e que aspectos pessoais, como o tipo de vínculo e o tempo de atuação, impactam de maneiras distintas a qualidade do desempenho de servidores públicos. Esses achados são relevantes para as políticas da instituição e para a qualidade da prestação de serviços aos cidadãos. A pesquisa traz novas evidências, tendo como lócus o setor público, sobre o papel dos SIG habilitantes na qualidade do desempenho dos servidores, com a interveniência do comprometimento com a função. Uma survey foi realizada com 252 servidores de uma instituição de defesa da ordem jurídica do Estado e para a análise dos dados se utilizou a modelagem de equações estruturais por mínimos quadrados parciais (PLS-SEM).

Palavras-chave:
teoria da troca social; sistemas de informação gerencial habilitantes; qualidade do desempenho; comprometimento com a função

1. INTRODUCTION

Management Information Systems (MIS) are formalization mechanisms designed to support the managerial control of organizations through their design and use (Bisbe et al., 2019; Chapman & Kihn, 2009). A framework linking MIS to managerial control was proposed by Adler and Borys (1996), which consists of two types of formalization: coercive and enabling. As a form of bureaucracy (Chapman & Kihn, 2009), coercive formalization views the user as a source of problems to be eliminated, while enabling formalization sees the user as a source of skills and intelligence (Adler & Borys, 1996; Ahrens & Chapman, 2004). The underlying idea is that enabling MIS foster positive employee attitudes (Adler & Borys, 1996; Ahrens & Chapman, 2004). Subsequent studies have employed this framework to understand its applications in empirical contexts (e.g., Beuren & Santos, 2019; Bisbe et al., 2019; Chapman & Kihn, 2009; Heggen & Sridharan, 2021).

The public sector can benefit from enabling MIS because they promote employee empowerment (Johansson-Berg & Wennblom, 2023). This aligns with the interest in motivating public servants to provide higher-quality services to citizens (Andersen & Serritzlew, 2012). Enabling formalization is consistent with Social Exchange Theory (SET), widely applied in studies on workplace relations (Cropanzano et al., 2017), which is based on a principle of reciprocity (Blau, 1964). Positive social exchanges can yield mutual benefits for both the organization and its workforce (Gould-Williams & Davies, 2005). Individuals who perceive significant support tend to demonstrate better performance (Jolly et al., 2021) and greater commitment to their roles (Cropanzano et al., 2017).

Commitment refers to the strength of an individual's identification with and involvement in their role (Leung & Lin, 2022). It represents the motivational intensity to pursue vocational maturity based on professional identity (Yousaf et al., 2016). It is a multidimensional concept encompassing affective commitment (wanting to stay), instrumental/calculative commitment (needing to stay), and normative commitment (feeling obligated to stay) in the role (Meyer et al., 1993). This encompasses the receipt of essential resources by the individual, the desire to continue receiving them and the willingness and intention to reciprocate through improved performance (Sungu et al., 2019).

The literature has shown that commitment to the role is positively associated with organizational outcomes, such as job satisfaction and performance, as it is a self-reinforcing behavioral mechanism that motivates individuals to actively seek future accomplishments and maximize their efforts in their roles (Lin et al., 2022). However, it remains unclear to what extent the enabling perception of a MIS can elicit higher levels of commitment among public servants and, consequently, enhance the quality of performance, once the key concept is not the degree of formalization but the type of formalization. When appropriately conceived, formalization-such as a MIS in a public organization-does not necessarily lead to negative attitudes; rather, it can empower users instead of constraining them (Johansson-Berg & Wennblom, 2023).

Furthermore, empirical research on exchange relations (Cropanzano & Mitchell, 2005), which underlie commitment, is still scarce in the public sector. Discussions on the design and use of MIS (Ferry & Ahrens, 2017) are disconnected from commitment and exhibit inconsistent results. Balfour and Wechsler (1990) reported weaker identification among public servants due to the distinctive characteristics of the public sector, whereas Coyle-Shapiro and Kessler (2000) found that low commitment results from unfulfilled agreements. The theoretical and empirical ambiguities suggest that aspects of the adoption of Social Exchange Theory in public sector research require further clarification (Ferry & Ahrens, 2017; Paillé et al., 2015).

Given the above and considering the identified gaps, this study assumes that aspects of human behavior are significant explanatory factors for variations in organizational performance (Bisbe et al., 2019) and that information systems are drivers that influence the quality of performance (Santos & Beuren, 2023), signaling the individual’s qualification at work (Chao et al., 2015). Thus, this article aims to analyze the influence of enabling MIS on the quality of performance of public servants, mediated by commitment to the role. To achieve this, a survey was conducted with employees from an institution that is in charge of upholding the state’s legal order, and data analysis employed partial least squares structural equation modeling and multigroup analysis.

This research contributes to both the literature and managerial practice. Enabling formalization presupposes that appropriate procedures are those that help professionals meet their needs and facilitate responses to work contingencies (Adler & Borys, 1996). Hence, this study provides empirical evidence on the effects of enabling MIS on the quality of performance of public servants. It also contributes to the flow of the research, which uses Social Exchange Theory as a theoretical lens to understand employees’ reciprocity toward their organizations (Cropanzano & Mitchell, 2005), and to the locus of research, since the public sector (Ferry & Ahrens, 2017) has received limited attention concerning MIS (Johansson-Berg & Wennblom, 2023).

The study further contributes to managerial practice in the public sector. Discussions on enabling MIS may offer insights into their role across different public sector cultures (Cho & Lee, 2001), strategies to enhance motivation (Camilleri & Van Der Heijden, 2007; Lizote et al., 2017), the desire to remain in the organization (Gould-Williams & Davies, 2005), and improvement of performance (Paillé et al., 2015; Qi & Wang, 2018). These organizational factors can be supported by MIS directed to diverse purposes, while individual factors can be addressed through the findings of the multigroup analysis, which focused on institutional bond and length of service.

2. LITERATURE REVIEW AND HYPOTHESES

2.1 Enabling Management Information Systems and Quality of Performance

Social relations involve the exchange of costs and benefits in interactions between individuals (Cook et al., 2013), which is embedded in the context of workplace relationships. Feeling that one’s work is relevant and feeling qualified to provide the service, with favorable organizational conditions, will lead individuals to feel obligated to reciprocate to the organization with a positive impact on individual performance (Johansson-Berg & Wennblom, 2023). Motivation in the public sector consists of the orientation of public servants toward providing quality services to citizens with the goal of benefiting the people and the society (Hondeghem & Perry, 2009).

One stream of research has sought to identify how management control systems can empower managers and impact performance (Beuren & Santos, 2019; Bisbe et al., 2019; Chapman & Kihn, 2009). This study focuses on enabling MIS (Management Information Systems), which presuppose that work can be carried out through cooperative efforts without revoking the autonomy of the employee (Adler & Borys, 1996; Ahrens & Chapman, 2004). In line with the SET (Blau, 1964), the perception of enabling MIS leads individuals to feel obligated to reciprocate the positive treatment they receive, producing favorable results for the organization. Thus, they focus on activities that enhance their professional development, as they identify more with their occupation, increase their intention to remain in it, and improve their commitment to the role, which favors higher level performance (Johansson-Berg & Wennblom, 2023).

The structure with coercive and enabling formalizations proposed by Adler and Borys (1996) to integrate MIS with management control consists of four characteristics: a) repair; b) internal transparency; c) global transparency; and d) flexibility. Ferry and Ahrens (2017) explain that a MIS is enabling when: i) it demonstrates flexibility in implementing its rules; ii) it provides internal transparency to help organizational members understand the internal functioning of their tasks; iii) it offers global transparency to help them understand how their tasks fit into the organizational mission and how the mission delivers products; and iv) it remains open to repair in specific situations.

Enabling systems grant greater responsibility and autonomy to users (Wouters & Wilderom, 2008), as they are designed to facilitate the structure, refine, and guide work processes (Chapman & Kihn, 2009). Users of enabling MIS may experience flexibility by being able to extract the information they need and combine information from different sources for various uses (Heggen & Sridharan, 2021). Errors or inefficiencies in processes represent opportunities for corrective measures and process improvements (Beuren & Santos, 2019). Finally, the transparency and visibility of information in enabling MIS can encourage user experimentation, understanding and learning about their operations (Santos & Beuren, 2023).

These characteristics of enabling MIS foster higher quality of performance, defined by Jamal (1984) as the extent to which an individual is capable of adequately performing his assigned tasks. Generally, users of an enabling system feel more empowered and committed to their goals than users of a coercive system and, consequently, perform better in their roles (Burney et al., 2017). An enabling MIS offers flexibility, support, and adaptation to individuals' needs within the organization (Chapman & Kihn, 2009), which is relevant given its integration into a complex social structure characterized by indirect exchanges (Cook et al., 2013).

Research conducted in private-sector organizations has demonstrated that people-centered practices, such as participation in decision-making (Oyadomari et al., 2018; Wang & Yang, 2015) and the use of information systems with a more enabling formalization (Adler & Borys, 1996), encourage employees to improve performance (Ahrens & Chapman, 2004). It is assumed that this also applies to public servants, who, when their participation in decision-making is expanded (Qi & Wang, 2018; Taylor, 2007), even informally and non-institutionally, will feel more motivated (Wang & Yang, 2015). Therefore, it is hypothesized that:

H1: The use of enabling MIS positively influences the quality of performance.

2.2 The Mediating Role of Commitment to the Role

Commitment to the role relates to reciprocity, such that individuals engaged in a relationship expect to receive a benefit for fulfilling the obligations established by the organization (Jolly et al., 2021). The intensity of commitment can vary between individuals (Meyer et al., 1993; Paillé et al., 2015). High intensity is expected when individuals internalize the organization’s beliefs and values, while low intensity occurs when the psychological contract is breached, involving the non-fulfillment of established reciprocity rules (Coyle-Shapiro & Kessler, 2000; Meyer et al., 1993; Paillé et al., 2015). Commitment, as an internal perspective of the individual (Meyer et al., 1993), can impact his performance (Swailes, 2004).

Research has found positive relationships between commitment and organizational performance (Camilleri & Van Der Heijden, 2007) and individual performance (Kim, 2005; Qi & Wang, 2018). Individuals with higher commitment to their roles are more likely to perform better, not only in terms of performance but also because of the opportunity to improve professional skills, which are critical for career development (Yousaf et al., 2015).

Elements of commitment, such as continuity and normativity, reflect the need to remain in the organization because the individual wants to (continuity), needs to (normativity), and due to the perceived risk associated with dismissal (Meyer et al., 1993). Paillé et al. (2015) affirmed that strong commitment results in lower turnover rates. There are evidences in the literature regarding commitment in the government sector (Paillé et al., 2015). However, literature with comparative analyses between public and private organizations reveals gaps and limitations in research related to the public sector (Baarspul & Wilderom, 2011; Qi & Wang, 2018). Research on the effect of commitment to the role on the quality of performance of public servants is scarce (Camilleri & Van Der Heijden, 2007; Kim, 2005; Paillé et al., 2015) and, for the most part, restricted to institutions in North America and Europe (Qi & Wang, 2018).

Similarly to evidence in the private sector, commitment to the role can help public servants internalize the institution’s beliefs and values (Qi & Wang, 2018). The higher the level of commitment of a public servant, the lower the likelihood of resigning, the greater the satisfaction with the institution, and the greater the willingness to make efforts beyond the job's requirements. Additionally, there is a lower tendency to want to leave their position (Paillé et al., 2015).

It is expected that commitment to the role can intensify the influence of MIS on the quality of performance. The perception of receiving organizational support creates a drive for reciprocation (Coyle-Shapiro & Kessler, 2000). It is assumed that public servants who possess attributes such as high satisfaction with their activities, high commitment to their role, and high motivation to serve the public, supported by enabling MIS, can improve the quality of their performance.

When public servants perceive that the system allows them to perform their job effectively, they feel more competent in executing their tasks, more motivated and committed to their role, and tend to invest more in their careers (Johansson-Berg & Wennblom, 2023). Intrinsically motivated public servants set challenging goals for themselves to improve their competence in tasks and, consequently, their performance (Van Triest et al., 2023). Therefore, it is hypothesized that:

H2: Commitment to the role positively mediates the relationship between enabling MIS and quality of performance.

2.3 Theoretical Model of the Research and Variables of the Multigroup Analysis

Figure 1 presents the theoretical model of the research and highlights the formulated hypotheses.

Figure 1.
Theoretical model of the research

It is observed that H1 postulates a direct relationship between enabling MIS and quality of performance. H2 postulates an indirect relationship, with the mediation of commitment to the role in this relationship. In the multigroup analysis (MGA), it is expected that there will be differences in the institutional bond of public servants and the length of service in the institution.

The institutional bond of the public servant is established in the Constitution of the Federative Republic of Brazil (CF, 1988), which provides for permanent (hired through civil service exams) and commissioned (freely appointed, respecting the minimum percentages of permanent employees established by law) servants. Article 41 of the CF (1988) stipulates that permanent public servants will have the possibility of progression after the probationary period, unlike the commissioned servants who do not have this right. Public servants hired through civil service exam, according to Constitutional Amendment No. 19 (1998), which amended Article 41 of the CF (1988), become stable after 3 years of service. Law No. 8.112 (1990) made performance evaluation mandatory for approval in the probationary period.

Temporary public servants have a different psychological contract than stable servants, as the former do not have a long-term connection with the institution (Conway & Briner, 2002). On one hand, permanent servants have a stronger commitment to continue, with a low likelihood of choosing another social identity due to the penalties of change, since another job may not offer the same benefits (Allen & Meyer, 1990). On the other hand, commissioned servants face the feeling of duty and the obligation of reciprocity for the opportunity they received (Allen & Meyer, 1990). They may not have internalized the beliefs and values arising from affective commitment and may have less severe penalties for losing the bond, according to the commitment to continuity (Allen & Meyer, 1990; Cropanzano & Mitchell, 2005).

Previous studies have pointed to bureaucracy, rules, and regulations in the public service as limiting factors in the performance of public servants (Juana-Espinosa & Rakowska, 2018). There is a need for greater understanding of the use of management control systems by the public sector (Chenhall, 2003), due to its dynamism, turbulence, and budgetary constraints (Felício et al., 2021). By providing autonomy and flexibility in exchange for performance quality, there is no certainty of reciprocity, since the responses of public servants to exchanges are based on their perception of contribution (Paillé et al., 2015), which may vary depending on their bond with the institution. Permanent servants may show less motivation due to the long-term connection (Lizote et al., 2017), and consequently, may be less influenced by the enabling formalization of the MIS.

The length of service of the public servant, a determinant of their progression, can impact the influence of enabling MIS on quality of performance in different ways (Taylor, 2007), as well as the commitment to the role. Public servants with more time in public service become more experienced and able to deal with the negative (positive) aspects of the role they perform (Taylor, 2007). Kim (2005) suggests that the greater the seniority in public service, the higher the motivation of the servant, which affects his performance. Camilleri (2006) points to a direct connection between age (longevity) and organizational commitment. Motivation and performance can be positively impacted by commitment (Meyer et al., 1993).

Previous research on the effect of the length of service of the public servants on different relationships presents non-convergent results. Kim (2005) observed that public servants at higher levels are less motivated than those working at lower levels in the hierarchy; however, when including length of service, this difference is dissipated. Steijn and Leisink (2006) found that servants with a longer length of service in the public sector have higher levels of commitment to continuity and a negative relationship with performance of stimulating activities, but they did not find a significant association between commitment and stability. The variables considered in these studies may have contributed to the non-convergent results.

3. METHODOLOGICAL PROCEDURES

3.1 Population and Sample

A survey was conducted with public servants in an institution responsible for upholding the state's legal order. The choice of this institution stems from the fact that it has implemented an enabling MIS that integrates internal and external users. In an initial contact, the goal was to open a communication channel and obtain information on the necessary procedures to carry out the research. The professional contacted in the institution highlighted the importance of evaluating the performance of public servants with the new system implemented, with the aim of verifying the commitment of the servants to ensure better service to citizens.

According to the guidelines for the procedure, a letter of presentation and the research instrument were sent to the human resource department of the institution, which reviewed the purpose of the investigation and the ethical procedures. It was clarified that Resolution No. 510/2016 of the National Health Council (Conselho Nacional de Saúde - CNS), in its Article 2, XIV, exempts the registration and evaluation by the Research Ethics Committee (Comitês de Ética em Pesquisa - CEP) and the National Research Ethics Commission (Comissão Nacional de Ética em Pesquisa - CONEP) of research that invites participants, without the possibility of identification, to express their preference, evaluation, or meaning regarding topics, actions of people and organizations. These documents were submitted to the board, which expressed approval for conducting the research, conditioned to the confidentiality of the institution and the respondents.

For data collection, the human resources department provided the email addresses of permanent and commissioned public servants, totaling approximately 1,000 active contacts. A link to the survey was sent to these individuals, resulting in 252 valid responses, an adequate sample size for modeling. The minimum sample size and statistical power were determined using the G*Power software, considering (Faul et al., 2009): the predictor variables on the dependent one, with a medium effect of 0.15, a significance level of α = 0.05, and a sample power of 1-β = 0.8, which resulted in a minimum of 85 responses.

The demographic data of the respondents indicate that the majority are female (61%) and under 35 years old (63%). Regarding academic qualifications, most have a postgraduate degree (66% specialization, 7% master’s degree, and 1% doctorate), with a predominance in the legal field (55%). The respondents also reported their bond with the institution, with 51% (129 servants) being commissioned and 49% (123 servants) permanent; the length of service in the institution, with 30% (76 servants) having 3 years or less, and 70% (176 servants) having more than 3 years; and the role each one performs, with assistant (44%), technician (16%), analyst (12%), and advisor (11%) being the most prominent. This profile suggests that the respondents have the necessary conditions to answer the questions of the survey.

3.2 Constructs and Research Instrument

The constructs were measured using instruments from previous research, which suggests that they have already been validated in those studies. The research instruments were translated from English into Portuguese and then back-translated into English to ensure the quality of the translation. Subsequently, they were evaluated by three researchers in the field for understanding the statements, since they had been applied in different contexts, but only some adjustments in wording were suggested.

The theoretical model of the research comprises 3 constructs. Enabling MIS was measured with 5 statements from Chapman and Kihn (2009), where the term "budgetary process" was replaced with "MIS". Additionally, the scale from 1 = strongly disagree, to 7 = strongly agree, was changed to 1 = totally disagree, to 7 = totally agree.

Quality of performance was measured with 5 statements from Chao et al. (2015), where the word "patient" was replaced by "individual" in the organizational context of his work. To standardize with the other questions in the questionnaire, the 5-point scale was changed to a 7-point scale, in addition to a semantic change from 1 = strongly disagree, to 5 = strongly agree, to 1 = totally dissatisfied, to 7 = totally satisfied.

Commitment to the function was measured with the research instrument from Meyer et al. (1993), where statements 1 to 6 referred to affective commitment, 7 to 12 to instrumental commitment, and 13 to 18 to normative commitment. Respondents were asked to indicate their degree of agreement with each item, considering the scale from 1 = totally disagree, to 7 = totally agree.

Two questions were added to the questionnaire for the multigroup analysis: institutional bond and length of service. The institutional bond was segregated into permanent and commissioned, in line with the information provided by the human resources department and the responses to the question in the questionnaire. The length of service was an open question, which for the analysis was grouped into: 3 years or less and more than 3 years of service in the institution, as this is the period established in the regulations for the servant to acquire stability.

A letter of presentation for the research was attached to the questionnaire. As recommended by Podsakoff et al. (2003), to reduce common method bias (CMB), the letter included information about the research purpose, ethical procedures, a guarantee of anonymity, and emphasized that there are no right or wrong answers and that the questions should be answered as closely as possible to their reality.

3.3 Procedures of the Analysis

Common method bias can arise when a single data collection method is adopted and all statements, both from independent and dependent variables, are marked by the same respondent (Podsakoff et al., 2003). Therefore, the Harman one-factor test was conducted, and the results indicated that the first factor accounted for 22.53% of the total variance, which is below the 50% threshold, indicating that there is no risk of bias in the model. Following that, descriptive statistics were applied to the data.

For hypothesis testing, the technique of partial least squares structural equation modeling (PLS-SEM) was applied, using the SmartPLS 4 software. PLS-SEM is suitable for exploratory modeling, which involves theory exploration, as well as in the absence of multivariate normality in the data (Hair et al., 2022). It is also appropriate when there is a need to use formative variables in the research model (Bido & Silva, 2019). This technique is widely used in research with problems and data from human social relationships (Bido & Silva, 2019).

4. ANALYSIS OF THE RESULTS

4.1 Measurement Model and Descriptive Statistics

Structural equation modeling begins with the analysis of the measurement model. First, the factor loadings of the items were examined to check for any necessary exclusions to ensure reliability and validity (Hair et al., 2022). Assertives from the Meyer et al. (1993) that presented factor loading lower than 0.40 were excluded: 2 assertives (1 and 2) of affective commitment items, 5 assertives (8 to 12) of instrumental commitment, and 4 assertives (13, 14, 16, and 17) of normative commitment. After this adjustment, the model showed an increase in the average variance extracted (AVE) and composite reliability (CR). The final results are presented in Table 1.

Table 1
Measurement model

Constructs	α	CR	AVE	R²	Mean	Standard deviation	Fornell-Larcker/HTMT
							1	2	3
1. EMIS	0.887	0.891	0.688	-	3.96	1.94	0.724	0.363	0.314
2. CTR	0.842	0.896	0.524	0.112	4.42	2.21	0.345	0.747	0.392
3. QP	0.801	0.805	0.559	0.150	6.06	1.03	0.335	0.281	0.829

• Notes: EMIS = Enabling Management Information Systems; CTR = Commitment to the role; QP = Quality of performance. AVE = average variance extracted; CR = composite reliability; HTMT = heterotrait-monotrait.
• Source: Prepared by the authors.

The Cronbach’s alpha (α) and composite reliability (CR)values are greater than 0.70, confirming the reliability of the model (Hair et al., 2022). Convergent validity indicates how much the variation in the indices of each construct is shared with others (Hair et al., 2022). This is achieved through the intervention of the AVE (Average Variance Extracted), which is acceptable if it is equal to or greater than 0.50 (Hair et al., 2022). The validity of the constructs is confirmed since all items presented values above the minimum indicated.

Discriminant validity, which confirms how much a construct is different from others (Hair et al., 2022), was assessed using the Fornell-Larcker matrix test and the Cross-Loadings matrix. The Fornell-Larcker criterion states that the square root of the AVE of each construct should be higher than its highest correlation with another construct, and the factors for each construct should be higher than the previous ones in the horizontal matrix (Hair et al., 2022).

High correlations can indicate the presence of multicollinearity (Hair et al., 2022). The Variance Inflation Factors (VIF) indicate the absence of multicollinearity (VIF < 5 ‒ ranging from 1.197 to 4.095) among the latent variables (Hair et al., 2022). The reliability of the constructs is confirmed, as all met the described parameters. Thus, the measurement model allows for the continuation of the structural model analysis.

4.2 Structural Model

In the structural model, which highlights the path coefficients for hypothesis testing, the bootstrapping technique with 10,000 resamplings (Hair et al., 2022), bias-corrected and accelerated confidence intervals, and a two-tailed test at a 10% significance level (a common threshold in Applied Social Sciences research, e.g., Bedford et al., 2022) was used. Table 2 presents the structural model.

Table 2
Structural Model

Hypotheses		β	P value	β	P value	β-dif.	P value
Panel A: General
	EMIS → CTR	0.335	0.000***	-	-	-	-
	CTR → QP	0.283	0.000***	-	-	-	-
H1	EMIS → QP	0.186	0.002***	-	-	-	-
H2	EMIS → CTR → QP	0.095	0.002***	-	-	-	-
Panel B: Comparative institutional bond
Hip	Relations	Commissioned (N = 129)		Permanent (N = 123)		PLS-MGA
	EMIS → CTR	0.353	0.000***	0.258	0.003***	-0.095	0.392
	CTR → QP	0.245	0.043**	0.297	0.004***	0.052	0.729
H1	EMIS → QP	0.263	0.005***	0.100	0.331	-0.163	0.230
H2	EMIS → CTR → QP	0.087	0.124	0.077	0.054*	-0.010	0.918
Panel C: Comparative length of service
Hip	Relations	≤ 3 years (N = 76)		> 3 years (N = 176)		PLS-MGA
	EMIS → CTR	0.393	0.000***	0.316	0.000***	-0.077	0.470
	CTR → QP	0.279	0.012**	0.296	0.002***	0.017	0.913
H1	EMIS → QP	0.343	0.000***	0.124	0.145	-0.218	0.072*
H2	EMIS → CTR → QP	0.109	0.033**	0.093	0.013**	-0.016	0.802

• Notes: * p < 0.1; ** p < 0.05; *** p < 0.01.
• EMIS = Enabling management information systems; CTR = Commitment to the role; QP = Quality of performance.
• Structural model evaluation (R ² ): Commitment to the role = 0.112; Quality of performance= 0.150.
• Predictive relevance (Q²): Commitment to the role = 0.096; Quality of performance= 0.064.
• Source: Prepared by the authors.

The model presents a coefficient of determination (R²) of 11.2% (small effect) for commitment to the role and 15.0% (small effect) for quality of performance. In terms of predictive relevance (Q²), results above 0 were obtained, which attests to the accuracy of the model (Hair et al., 2022).

The result of H1 (β = 0.186; p < 0.01) confirms that enabling MIS positively influences quality of performance. H2 (β = 0.095; p < 0.01) indicates the mediating effect of commitment to the role in the relationship between enabling MIS and quality of performance.

The MGA analysis of institutional bond in the relationship between enabling MIS and quality of performance revealed differences. For commissioned servants, there is statistical support (β = 0.263; p < 0.01), while for permanent servants, there is no statistical support (β = 0.100; p > 0.1). Regarding the mediation of commitment to the role in the relationship between enabling MIS and quality of performance, the MGA analysis also presents differences. For commissioned servants, there is no statistical support (β = 0.087; p > 0.1), while for permanent servants, there is support (β = 0.077; p < 0.1).

The MGA analysis of length of service in the relationship between enabling MIS and quality of performance shows differences. For servants with 3 years or fewer in the role, there is statistical support (β = 0.343; p < 0.01), while for servants with more than 3 years, there is no statistical support (β = 0.124; p > 0.1). For the mediation of commitment to the role in the relationship between enabling MIS and quality of performance, for servants with 3 years or fewer in the role, there is no statistical support (β = 0.109; p < 0.05), while for servants with more than 3 years, there is statistical support (β = 0.093; p < 0.05).

4.3 Discussion of the Results

Hypothesis H1, which predicts a positive influence of enabling MIS on quality of performance, was statistically supported. This result aligns with theoretical discussions (Adler & Borys, 1996) and empirical research (Ahrens & Chapman, 2004), which point to enabling MIS as a mechanism for improving quality of performance. It is argued that enabling systems provide greater autonomy for employees in performing tasks compared to coercive systems, which follow a more structured logic (Ahrens & Chapman, 2004). In the public sector, servants are motivated by participation (Wang & Yang, 2015), reflecting their predisposition (Paillé et al., 2015). Based on the hedonic value of social exchange, there are mutual benefits for those involved if there is high quality in the social exchange relationship (Cropanzano et al., 2017). These exchanges reinforce the confidence that efforts will be rewarded, which strengthens the bond (Ferry & Ahrens, 2017).

H2, which predicts a mediating effect of commitment to the role in the relationship between enabling MIS and quality of performance, was statistically supported. The findings corroborate the literature, indicating that enabling MIS have the potential to improve performance, depending on how employees work (Chapman & Kihn, 2009; Santos & Beuren, 2023) and their level of commitment (Cropanzano et al., 2017). The way of acting is influenced by enabling formalization, which designs organizational rules to solve problems based on employees' knowledge (Ahrens & Chapman, 2004). Sharing organizational values and goals leads to greater commitment, a sense of belonging, and the desire for continuity (Sungu et al., 2019). The perception of divergent values and goals weakens commitment, creating the feeling that the work is not dynamic and that the accumulated benefits outweigh the costs (Paillé et al., 2015).

The results of the complementary analysis show that the institutional bond of commissioned servants differs from that of permanent servants in the relationship between enabling MIS and quality of performance. For permanent servants, no statistical significance was found. The findings corroborate the literature (e.g., Oliveira et al., 2021), which suggests that the presence (or absence) of stability impacts the effort made by permanent servants to improve the quality of performance. For commissioned servants, there is a sense of exchange: when receiving the job, even with the capacity to perform the function, they feel the need to give back (Meyer et al., 1993). It is speculated that, for permanent servants, motivation to improve performance comes from exchanges that are unrelated, as they have autonomy in their functions, such as trust (Paillé et al., 2015).

In turn, the mediation of commitment to the role in the relationship between enabling MIS and quality of performance was confirmed for permanent servants, while for commissioned servants no statistical significance was found. For permanent servants, commitment to continuity reflects the need to stay in the institution due to the high sacrifice associated with accumulated benefits (Paillé et al., 2015). For commissioned servants, the impact of commitment is not associated with accumulated benefits from length of service and performance evaluations. It is assumed that commissioned servants have fewer reciprocal exchanges, which leads to a lack of commitment to the role (Cropanzano et al., 2017; Meyer et al., 1993).

The complementary analysis also reveals differences based on the length of service of the servants. Servants with ≤ 3 years of service differ from those with > 3 years in the relationship between the use of enabling MIS and quality of performance. For servants with > 3 years of service, no statistical significance was found. A possible justification for servants with ≤ 3 years of service being more influenced by enabling MIS on the quality of their performance could be that they are more accustomed to using technology (Hill et al., 2024), in addition to taking chances in this new job (Meyer et al., 1993). In contrast, servants with > 3 years of service may belong to a group of low motivation in the public sector (Lizote et al., 2017). Motivation is related to servant recognition and his participation in policy-making (Paillé et al., 2015), which may not be happening in the institution. However, no significant differences were found in the groups of servants with ≤ 3 years and > 3 years in the mediation of commitment to the role in the relationship between enabling MIS and quality of performance, mediated by commitment to the role. Both groups showed statistical significance, confirming the mediation of commitment to the role in this relationship.

In general, the results showed that the use of enabling MIS leads to higher levels of commitment to the role and better quality of performance for public servants. Commitment to the role also leads to better quality of performance. Therefore, commitment to the role partially mediates the relationship between enabling MIS and quality of performance. When these relationships are tested by comparing commissioned and permanent servants, it is found that enabling MIS generates higher levels of commitment to the role, and in turn, commitment to the role increases the performance of the servants for both types of bond (permanent vs. commissioned).

However, the use of enabling MIS positively and directly influences the quality of performance of commissioned servants only. In contrast, commitment to the role mediates the relationship between the use of enabling MIS and quality of performance only for permanent servants. This means that commitment to the role is the primary mechanism for improving the quality of performance of permanent servants. In this case, the use of enabling MIS is important for permanent servants as it generates higher levels of commitment to the role. For commissioned servants, both the use of enabling MIS and commitment to the role are important drivers of higher quality of performance. In this case, enabling MIS is useful because it stimulates the learning process, facilitates the execution of their work processes, and aids in understanding the internal functioning of their tasks, directly impacting their performance.

When comparing length of service, the use of enabling MIS is important to increase commitment to the role, for both older servants (> 3 years) and newer servants (≤ 3 years). However, the use of enabling MIS only directly influences performance for newer servants, along with commitment to the role. In summary, the use of enabling MIS in the analyzed scenario is an important mechanism for generating greater commitment to the role among the servants, regardless of their type of bond or length of service. Additionally, commissioned servants and those with shorter length of service are more dependent on the use of enabling MIS to result in higher quality of performance. Meanwhile, the performance of permanent servants and those with longer length of service are more dependent on their commitment to the role.

5. CONCLUSIONS

The results showed, on one hand, that enabling Management Information Systems (MIS) are positively associated with greater commitment to the role. In turn, commitment to the role is associated with higher quality of performance. These findings support that formalization generates beneficial results for the institution and, consequently, for the citizens. On the other hand, the multigroup analysis highlights that enabling characteristics present in the MIS impact greater performance of permanent servants through commitment to their roles. Ensuring that servants are committed to the role will bring benefits both to organizations and individuals. Thus, the possibility of repairing MIS, flexibility, providing different types of information, and knowledge of the institution's processes allows servants to increase awareness of their own competencies and enables improvements in their work.

The observed differences regarding the institutional bond of the servants and their length of service in the public sector may be related to social uncertainty (Cook et al., 2013). Uncertainty regarding the continuity in the role can impact satisfaction with the exchange. The greater the uncertainty in an opportunity structure, the greater the commitment to certain exchange partners (Cook et al., 2013). The perceptions of individuals about the situation they are experiencing influence their performance more than formal policies (Meyer et al., 1993). It is concluded that behavioral aspects (commitment to the role) help explain the effect of enabling MIS on quality of performance, and that personal aspects, such as institutional bond (permanent or commissioned) and length of service (≤ 3 years or > 3 years), impact quality of performance in different ways.

The results have implications for both literature and managerial practice. They contribute to the literature by examining, in the context of the public sector, the influence of enabling MIS on the quality of performance of public servants, with the mediation of commitment to the role of public servants. The importance of commitment to the role in this relationship highlights the influence of individual aspects on the quality of services provided by the institution to citizens. The findings also have implications concerning the observed differences in the institutional bond of the servants and their length of service in the public sector. The contrasting empirical evidence found, while advancing studies in the public sector, encourages further research that seeks possible explanations for these differences. Moreover, the study contributes to the flow of research using social exchange theory to investigate public institutions and, more specifically, the characteristics of public servants.

The study has managerial implications for public sector institutions by demonstrating that enabling MIS can contribute to the quality of performance of public servants, primarily by fostering higher levels of commitment to their roles. The findings favor the understanding of how systems that provide more autonomy can positively influence the quality of performance of the role. Furthermore, the mediating role of commitment to the role can provide insights for public managers to enhance it within the institution, mainly because it acts as an intensifier of results and satisfaction. Finally, the multigroup analysis, which distinguishes public servants by their institutional bond and length of service, presents relevant elements for institutional policies and the quality of the service delivered to citizens. This analysis sheds light on the importance of establishing policies and actions that consider the different motivations of permanent and commissioned servants. If the implemented systems are not very enabling, managers may create ways to make them more effective, such as establishing channels for proposing repairs, providing access to information, encouraging experimentation, and allowing for information extraction.

The limitations of the research arise primarily from the methodological design. It is recommended that other methods, such as in-depth case studies, be adopted in future research with a similar purpose. It is also recommended that future studies analyze the relationships established with other research tools. In this study, despite the literature supporting the research model, the relationships established should be interpreted with caution, as the results only show statistical associations of the constructs investigated. Future research can investigate the presence of other intervening variables that may help explain how enabling perceptions affect the performance of public servants, such as characteristics of the task, clarity of the role, and satisfaction with the system. Complementary qualitative analysis techniques, such as fuzzy-set qualitative comparative analysis (fsQCA), could also be used. Finally, the theoretical and methodological choices make it possible to recommend that other institutions and government agencies be researched, and that the results be compared.

ACKNOWLEDGMENTS

We thank the ad hoc reviewers for their constructive and helpful comments that improved the manuscript.

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• Correspondence Address
  Beatriz da Silva Pereira Universidade Federal de Santa Catarina, Centro Socioeconômico, Programa de Pós-Graduação em Contabilidade Rua Engenheiro Agronômico Andrei Cristian Ferreira, s/n - CEP: 88040-900 Trindade - Florianópolis - SC - Brazil
• 3
  This is a bilingual text. This article was originally written in Portuguese and published under the DOI: https://doi.org/10.1590/1808-057x20242152.pt
• Paper presented at the 24th USP International Conference on Accounting, São Paulo, SP, Brazil, July 2024.

• FUNDING
  We thank the financial support received for the development of this study. Beatriz da Silva Pereira acknowledges the support from the Research and Innovation Support Foundation of the State of Santa Catarina (Fundação de Amparo à Pesquisa e Inovação do Estado de Santa Catarina - FAPESC) that fosters the Postgraduate Program in Higher Education Institutions of the State of Santa Catarina, Brazil; Ilse Maria Beuren acknowledges the financial support received from the National Council for Scientific and Technological Development (CNPq), Brazil, and the FAPESC, Brazil; and Vanderlei dos Santos acknowledges the financial support received from the FAPESC, Brazil.

Edited by

• Editor-in-Chief:
  Andson Braga de Aguiar

• Associate Editor:
  Cláudio de Araújo Wanderley

Publication Dates

• Publication in this collection
  21 Mar 2025
• Date of issue
  2025

History

• Received
  04 May 2024
• Reviewed
  21 May 2024
• Accepted
  12 Aug 2024