Talking the Talk of Public Service Motivation: How Public Organization Logics Matter for Employees' Expressions of PSM

This article aims to move beyond the public-private dichotomy in studying public service motivation (PSM) by showing how organizational logics matter for the type of PSM (instrumental, normative, or affective) that employees express. Using data from 50 interviews in police stations, prisons, hospitals, municipalities, and schools, we show that differences in service logic (the user's feeling of the desirability of a service) and user logic (people-changing or people-processing services) matter for employees’ expressions of PSM in that this results in different emphases within public service motivation. We conclude that institutions such as organizational logics matter for PSM expressions and that research on PSM should account for differences between public service-providing organizations.     

Corporate Social Responsibility,Public Service Motivation and Organizational Citizenship Behavior in the Public Sector

This article examines the mediating role of public service motivation (PSM) on the relationship between employees’ perceptions of corporate social responsibility (CSR) and organizational citizenship behavior (OCB). A sample of employees working in public sector banks in Egypt completed a structured questionnaire comprising of questions regarding CSR perceptions and PSM. Immediate supervisors rated the OCB of employees who responded to the survey. Results reported in the paper found the following: a) Employee perceptions of both internal and external CSR had a positive influence on the development of employee desire to serve the public; b) PSM partially mediated the relationship between internal CSR perceptions and employee OCB; c) PSM fully mediated the relationship between external CSR perceptions and OCB. This study extends current knowledge of the theoretical foundations surrounding CSR at the individual-level of analysis and offers practical implications by stressing the importance of employee desire to serve the public.     

Only If We Agree? How Value Conflicts Moderate the Relationship Between Transformational Leadership and Public Service Motivation

Existing studies find positive associations between transformational leadership and public service motivation (PSM), but value conflict may moderate the relationship. This is investigated for Danish University Colleges using a mixed-methods design. These colleges educate future teachers, pedagogues, nurses, and social workers, and their strong public service-oriented missions and potentially conflicting public values make this sector a well-suited case to test whether consensus on public values is a precondition for a positive association between transformational leadership and employee PSM. Based on a survey of 968 employees combined with qualitative interviews concerning specific public values, we find that the less value conflict, the stronger the positive relationship between the direct managers’ level of transformational leadership and the employees’ PSM. This is also the case for the top management. This implies that transformational leadership might be a way for managers to enhance employee PSM, but only if there is no severe value conflict.     

PUBLIC SERVICE MOTIVATION,CIVIC ATTITUDES AND ACTIONS OF PUBLIC,NONPROFIT AND PRIVATE SECTOR EMPLOYEES

Using the 2005 Australian Survey of Social Attitudes dataset, this study compares the public service motivation (PSM), and civic attitudes and actions of public, nonprofit and private sector employees in Australia. Sectoral similarities and differences were noted. This research also analyses the relationships between PSM and civic attitudes and behaviours of these groups of employees. High PSM employees were found to have higher confidence in key national public and private institutions, place more importance on citizens' rights, and engage in more non‐electoral political and prosocial acts than low PSM employees.     

THE IMPACT OF PUBLIC SERVICE MOTIVES ON WORK OUTCOMES IN AUSTRALIA: A COMPARATIVE MULTI‐DIMENSIONAL ANALYSIS

There is a general consensus that individuals who are driven to serve the public interest can possess a mix of public service motives for engaging in altruistic actions. This article proposes that when analysed simultaneously, some public service motives may play a more important role than others in influencing work outcomes. The pressing questions are which ones and how? Through a survey of a group of Australian public sector employees, this article explores the relationship between the various dimensions of public service motivation (PSM) and the common work outcomes: organizational commitment, job satisfaction and job motivation. The combinations of PSM dimensions that had a greater impact on these work outcomes are also found to vary with different outcomes.     

Satisfaction with and Success of Employee Training from a Public Service Motivation Perspective

New public management requires modernization processes, including modern human resource practices, to enhance public sector performance. According to human capital theory, well-qualified and highly motivated public sector employees improve institutional performance; this study investigates the extent to which employee training as human resource practice can enhance one component of employees’ public service motivation (PSM), namely public interest, and their competencies as employee outcome. We examine public interest as a mediator or a moderator of the relationship between satisfaction with employee training and the resulting competence gain. The findings indicate a positive direct effect of satisfaction with employee training on competence gains and a mediating effect of public interest.     

DOES A PUBLIC SERVICE ETHIC ENCOURAGE ETHICAL BEHAVIOUR? PUBLIC SERVICE MOTIVATION,ETHICAL LEADERSHIP AND THE WILLINGNESS TO REPORT ETHICAL PROBLEMS

This article aims to advance our understanding of and confidence in the relationship between employee public service motivation (PSM) and ethical behaviour by testing the degree to which PSM predicts the ethical behaviour or behavioural intention of government employees. Building on previous research, we argue that government employees with higher PSM are not only more likely to internalize values that support public interests, they also are likely to be concerned less about the potential consequences that they may experience by reporting unethical conduct within their agencies. Using data collected through a survey from 477 employees working in a large state agency, we find that supervisors with higher PSM are more likely to be perceived by their subordinates as exhibiting ethical leadership, supervisors exhibiting higher ethical leadership are more likely to have subordinates with higher levels of PSM and that subordinates with higher PSM express a higher willingness to report unethical behaviour within their agency. We discuss implications of these findings for research on PSM.     

Does transformational leadership stimulate user orientation? Evidence from a field experiment

While doing good for specific citizens and users is often considered a powerful motivator among public service employees, little research has rigorously evaluated how public managers can promote individualized prosocial motivation. We follow recent studies on the behavioural implications of ‘user orientation’ to explore how public managers can use a specific leadership strategy—transformational leadership—to reinforce employees' individualized prosocial motivation. Combining a field experiment with 80 childcare centre managers and survey reports from their 590 preschool teachers, we assess the effect of a transformational leadership training programme on user orientation. The results show a positive effect on user orientation three months after the training programme but no persistent effect 15 months after the intervention. This implies that, at least in the short term, public managers can use transformational leadership behaviours to stimulate user orientation.     

Organizational commitment in public servants through civic engagement

The public service motivation (PSM) theory has emphasized the distinctive motivational character of public employees in serving public institutions. However, scarce research has explored whether public service motivation extrapolates to civic engagement as another way to participate in public affairs. We contend that public employees' stronger sense of public interest expands toward higher engagement levels in social, economic, political, and civic organizations. Using data from the most recent wave of the World Values Survey from 2017 to 2020 in 77 countries—this study compares the degree of civic engagement of public servants with general citizens' level of engagement. Results across all world regions, except Africa, support the hypotheses that public servants are more willing to participate in civic organizations. However, public employees' civic engagement is contingent on organizational type (modern vs. traditional) and bureaucratic rank (top- vs. street-level), for street-level bureaucrats participate more in traditional but not modern organizations.     

Public or nonprofit? Career preferences and dimensions of public service motivation

While the foundational claim that PSM attracts individuals to the public sector is well established in the research literature, much uncertainty still exists about its influence on the choice between the public versus the nonprofit sector, which also frequently exhibits a strong public service mission. Little is known also about how discrete dimensions of PSM differ in their effects on such job preferences. This article addresses these shortcomings by drawing on a study that combines the measurement of separate dimensions of PSM with a policy‐capturing design that allows disentangling the effects of sector from those of other job attributes that usually correlate with it: the service orientation of the job and job security. Results show that dimensions of PSM display relevant differences in their effects on preferences across job attributes. These findings have important implications for the choice of PSM measurements in scholarly research and job selection.     

Public service motivation and continuous organizational change: Taking charge behaviour at police services

Building change capabilities into public organizations is a challenge for strategic management. This study focuses on the micro‐level of extra‐role behaviours that contribute to continuous improvements in working procedures at the front‐end of organizations (i.e., taking charge behaviour; TCB). More particularly, we examine public service motivation (PSM) as a key variable mediating between perceived practices and TCB of street‐level bureaucrats. The analyses are based on survey data from a state police force in Germany (N = 1,165). Results confirm the role of PSM as full mediator, but this mediation is limited to the relationship between leadership behaviours and TCB, while perceived organizational characteristics—except for red tape—have direct positive impact on TCB.     

Public Service Motivation Scholarship in Africa: A Systematic Review and Research Agenda

Although several literature reviews have been published on public service motivation (PSM), none of them focused solely on Africa. Adopting a systematic review of the literature, we analyse articles on PSM scholarship in Africa published between 2005 and 2017. We found that authors in African PSM is consistently increasing with their research published in highly ranked peer-reviewed journals. The antecedents and consequences of African PSM are similar to those of Western countries. Finally, respondents of African PSM scholarship are skewed towards “managerist” and students’ perspective. We proposed agenda for African PSM research with four key interest areas.     

The Role of Public Service Motivation in Employee Work Engagement: A Test of the Job Demands-Resources Model

The study investigates the nature of public service motivation’s (PSM) relationship to employee work engagement. Using the Job Demands-Resource Model, the authors compare whether PSM as a resource is an antecedent to employee work engagement or has a buffering effect on job hindrances of perceived red tape in explaining employee work engagement. They surveyed 388 supervisors and managers in a public-sector organization in the United States. The findings support PSM as an antecedent along with perceived job influence and perceived procurement red tape to employee work engagement.     

Exploring the Deep Antecedent of Public Service Motivation

Contrarily to most studies of the antecedents of public service motivation (PSM) focusing on the proximal work environment or personal characteristics, we seek to explore plausibly important deep antecedents of PSM that lie in the formative years of a person’s upbringing. Using an online survey of public service professionals that asked detailed background questions, we find that three deep antecedents are associated with lower overall PSM and its constitutive elements: growing up in a religious family, growing up in a family with a conservative point of view, and (surprisingly) being raised by a parent who served in the military.     

Exploring the foundational origins of public service motivation through the lens of behavioral genetics

Despite the proliferation of research on public service motivation (PSM), fundamental questions about its origins continue to evade scholars: Is PSM driven by genetics, socialized through experiences, or both? If PSM is socialized, when does socialization occur? Answering these questions is critical for reconciling the state versus trait debate, and for assessing the validity of practical implications prescribed by PSM studies. Utilizing “nature's own experiment,” we adopt a classical twin design with 1035 twin pairs to identify how genetic heritability, a common environment, or unique environment and experiences can explain variation in PSM. Results show that PSM is heavily influenced by individuals' unique environments and experiences; not by genetics. This lends strong evidence to PSM's uniqueness as a motivational construct as related “other-regarding” concepts show sizeable genetic components. Finally, our results corroborate that PSM is a human resource with dynamic properties organizations can cultivate to enhance productivity in public service workforces.     

Frontline Problem Solvers: The Structuring of Frontline Service Work

The purpose of this article is to contribute to the understanding of the role of frontline employees in organizing public service delivery. Combining inspiration from organizational institutionalism and social theory of practice, this study offers an integrative understanding of frontline agency in organizational dynamics during the institutionalization of a public sector reform. Findings are presented from an ethnographic field study of frontline employees' strategies of adopting new structures of service work during the institutionalization of a public reform. The study illustrates how frontline actions provide the basis for both stability and change in the structures through which frontline work is organized. The agency exerted by frontline employees in institutionalization of reforms may have both equilibrating effects as well as deepen the gaps between the public sector and the public served.     

Public sector employees in a challenging work environment

Public sector employees are expected to perform well in a work environment that is characterized by a variety of challenges. This Symposium aims to shed light on how environmental changes impact the shared identity, attitudes and behaviour of public sector employees; how public sector employees take charge of continuous change and deal with challenges in their work environment; and how organizations can help employees to tackle such work‐related challenges. We identify four specific gaps in literature—some methodological and some more substantive in nature—and explain how this Symposium helps to address these gaps.     

RESIGNED BUT SATISFIED: THE NEGATIVE IMPACT OF PUBLIC SERVICE MOTIVATION AND RED TAPE ON WORK SATISFACTION

This article examines the relationship between red tape, Public Service Motivation (PSM) and a particular work outcome labelled ‘resigned satisfaction’. Using data from a national survey of over 3754 public servants working at the municipal level in Switzerland, this study shows the importance of looking more closely at the concept of work satisfaction and, furthermore, of thoroughly investigating the impact of the different PSM dimensions on work outcomes. Unsurprisingly, research findings show that red tape is the most important predictor of resignation. Nevertheless, when PSM dimensions are analysed separately, results demonstrate that ‘commitment to public interest/civic duty’ and, to a lesser extent, ‘attraction to policy‐making’ decrease resignation, whereas ‘compassion’ and ‘self‐sacrifice’ increase it. This study thus highlights some of the negative (or undesirable) effects of PSM that have not been previously addressed in PSM literature.     

Cream-skimming at the frontline: The role of administrative literacy

The notion of cream-skimming—defined as the propensity to prioritize clients who have a higher likelihood of meeting bureaucratic success criteria, including organizational goals—is at the heart of street-level bureaucracies. However, there is often no direct information available to street-level bureaucrats whether clients will actually meet bureaucratic success criteria. This study argues that street-level bureaucrats assess clients' potential to reach these criteria via their administrative literacy—a client's capacity to obtain, process, and understand basic information and services from public administrations—as displayed in social interactions. Therefore, this study elaborates on the role of clients' administrative literacy and its effects on cream-skimming behavior. Using data from two experiments, we show that public employees prioritize clients with higher levels of preparedness and effective communication strategies. These findings suggest that cream-skimming is not just a rational cost–benefit analysis, but strongly influenced by social dynamics within public encounters.