Public Service Motivation: A Test of the Job Attraction–Selection–Attrition Model

ABSTRACT

Public service motivation (PSM) research suggests that PSM influences employee sector choice, yet relatively little research examines how time moderates this relationship. In this research we examine public service motivation among private and public sector lawyers. Using survey data that measure sector of employment at multiple time periods, we investigate the stability of the relationship between individual reward orientations and sector employment choice over time. Our findings suggest that while PSM may not clearly predict the employment sector of a respondent's first job, it does increase the likelihood that a respondent's subsequent job is in the public sector.     

Public Service Motivation and Attraction to Public Versus Private Sector Employment: Academic Field of Study as Moderator?

ABSTRACT

Despite extensive public service motivation (PSM) research, our knowledge of PSM's influence on individuals’ sector employment preferences is limited. Few studies examine this relationship by suitable research designs, and the empirical findings are mixed. Using a sample of 718 Danish students of economics, political science, and law, this article tests (1) the relationship between PSM and attraction to public versus private sector employment and (2) the moderating effect on this relationship of students’ academic field of study. Overall, results underscore the multidimensionality of the PSM construct, as the PSM dimension of “public interest” is positively associated with attraction to public sector employment and negatively associated with attraction to private sector employment, while the PSM dimension of “compassion” is unrelated to both. Importantly, however, moderation analyses reveal notable correlation differences across students’ academic fields. Implications of these findings are discussed in the context of prior and future research.     

Integrating Public Service Motivation in the Job-Demands-Resources Model: An Empirical Analysis to Explain Employees’ Performance,Absenteeism, and Presenteeism

Public service motivation (PSM) is a focal construct in public management research, and while sound evidence exists that PSM is positively associated with several desired outcomes, knowledge on the underlying mechanisms which explain these associations and on potential negative consequences of PSM remains limited. Addressing these research gaps, this study investigates how PSM relates to relational job resources, work engagement, and outcomes. We thereby account for both direct and moderating effects of PSM and consider positive (employee performance) and negative outcomes (sickness absenteeism and presenteeism). We empirically test our model in the German public sector and find that the PSM dimensions relate differently to the assessed outcomes, providing varying support for our hypotheses. In particular, commitment to public value and compassion seem to drive the positive effect of PSM on employee performance, whereas self-sacrifice and client orientation are linked to reduced absenteeism, and only compassion is associated with increased presenteeism.     

A Meta‐Analysis of the Relationship between Public Service Motivation and Job Satisfaction

In recent years, much research has been conducted on the relationship between public service motivation (PSM) and various outcomes, including job satisfaction. This article presents a meta‐analysis aggregating the effects of PSM on job satisfaction. Meta‐regression analysis is used to assess the impact of numerous study characteristics and to identify potential issues of publication bias. The findings, based on 28 separate studies, show no evidence of publication bias and support the positive relationship between PSM and job satisfaction. Furthermore, the results support the importance of providing individuals with the opportunity to serve the public within this relationship. Given the organizational benefits that can be derived from improved job satisfaction and the focus of PSM research on its implications for job satisfaction, these findings are of interest to both academics and practitioners in the field of public administration.     

Impact of “U.S. Veterans' Access,Choice and Accountability Act of 2014” on employee morale and work behavior: Does “creating an at‐will workplace” lead to better outcomes?

This study estimates the impact of job security rule changes on federal civilian employees' work attitudes and behavior (i.e., job satisfaction and turnover intention) by looking at recent U.S. Department of Veterans Affairs (VA)'s Veterans' Access, Choice and Accountability Act (VACAA) of 2014. The data for the analysis are derived from the 2010, 2011, 2013, 2014, and 2015 U.S. Federal Employee Viewpoint Surveys. A difference‐in‐differences quasiexperimental methodology was used to examine the effect of a job security rule change on VA employee job satisfaction and turnover intention. This study's results indicate that the overall effect of the introduction of a new job security rule at VA is a decrease of approximately 7 percentage points in employee job satisfaction and 8 percentage points in employee turnover intention, which are a substantial effect. This study contributes to both the theoretical and the empirical understanding of at‐will employment systems and public employee work morale and attitudes.     

Activating the Forces of Public Service Motivation: Evidence from a Low‐Intensity Randomized Survey Experiment

Employees with higher public service motivation (PSM) are likely to perform better in public service jobs. However, research on how practitioners may capitalize on this knowledge is sparse. This article expands the understanding of how to activate employee PSM, which is understood as a human resource that is present in the work environment. Using a randomized survey experiment with 528 law students, this article shows how low‐intensity treatments may activate PSM and how the effect of PSM activation efforts compares with efforts to activate another, less self‐determined type of motivation (relating to the need for feelings of self‐importance). The findings are robust and suggest that low‐intensity efforts to activate PSM have a positive effect on an individual's behavioral inclinations. However, efforts toward the activation of motivation relating to feelings of self‐importance appear to engender an effect of similar size.     

Employee Empowerment,Employee Attitudes,and Performance: Testing a Causal Model

The last three decades have witnessed the spread of employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of employee empowerment on these outcome variables without taking into account the mediating role of employee attitudes. This article contributes to the growing literature on employee empowerment by proposing and testing a causal model that estimates the direct effect of employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.     

Public Service Motivation,Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students

ABSTRACT

Appraisals of public employees are important for a host of reasons, and particularly so with the increasing emphasis on pay-for-performance systems and performance-based management in the public sector. However, managerial appraisals of employees can be somewhat subjective and our understanding of the appraisal process in the public sector is largely U.S.-centric. In this study, we explore whether characteristics of managers, like a rater's public service motivation (PSM), affect appraisal outcomes for their subordinates. Using a mixed experimental design, we analyze these dynamics in a non-U.S. context with MBA and MPA students enrolled in one of Korea's top universities. We find that rater PSM moderates the influence of both task and non-task behavior on an employee's performance appraisal.     

A Review of: “Exploring Positive Identities and Organizations: Building a Theoretical and Research Foundation edited by Laura Morgan Roberts and Jane E. Dutton”

ABSTRACT

Public service motivation (PSM) has been shown to be positively related to job satisfaction in the public sector, but there are two gaps in the literature. First, not only PSM but also pro-social motivation directed towards helping specific others (called user orientation) may affect job satisfaction. Second, the relationship between job satisfaction and these two types of pro-social motivation, PSM and user orientation, may also be found in the private sector. This study tests whether job satisfaction is associated with PSM and user orientation, and whether these associations differ between public and private employees. Using data from a survey of Danish employees (n = 2,811), we generally find positive relationships between the two types of pro-social motivation and job satisfaction, but the strength of the associations vary between occupations. The PSM–job satisfaction association does not differ significantly between the private and public sector, while the user orientation–job satisfaction association is strongest for private employees. This suggests that to understand the relationships between pro-social motivation, employment sector, and job satisfaction, future studies could fruitfully consider incorporating other types of pro-social motivation such as user orientation.     

Motivated to Adapt? The Role of Public Service Motivation as Employees Face Organizational Change

Researchers concerned with organizational change have consistently emphasized the role that the work environment plays in employee acceptance of change. Underexamined in the public management literature, however, is the role that employee values, particularly public service motivation (PSM), may play in employee acceptance of change. Some scholars have noted a positive correlation between employee PSM and organizational change efforts; this article extends this work by attempting to isolate the mechanisms that explain this relationship. Using data from a survey of employees in a city undergoing a reorganization and reduction in workforce, the authors find that only employees who scored high on a single dimension of PSM—self‐sacrifice—were more likely than others to support organizational change. Rather than support changes for their potential to improve public service, this finding suggests that employees with higher PSM may simply be less likely to resist changes that might disadvantage them personally.     

Public Service Motivation and Interpersonal Citizenship Behavior in Public Organizations: Testing a Preliminary Model

ABSTRACT

A good deal of research has demonstrated how public service motivation (PSM) facilitates desirable organizational attitudes and behaviors such as job satisfaction, organizational commitment, and work effort. Other research has demonstrated that PSM predicts higher levels of social capital and altruistic behavior in society. Between these two strands of PSM research, there is a gap in knowledge about whether PSM matters to citizenship behavior internal to the organization. This article tests the direct and indirect relationship between individual levels of PSM and interpersonal citizenship behavior using a structural equation model. We also account for the effect of organizational environment by incorporating a measure of co-worker support. We find that PSM has a direct and positive effect on interpersonal citizenship behavior in public organizations, even when accounting for the significant role of co-worker support.     

How close is close enough? Evaluating propensity score matching using data from a class size reduction experiment

In recent years, propensity score matching (PSM) has gained attention as a potential method for estimating the impact of public policy programs in the absence of experimental evaluations. In this study, we evaluate the usefulness of PSM for estimating the impact of a program change in an educational context (Tennessee's Student Teacher Achievement Ratio Project [Project STAR]). Because Tennessee's Project STAR experiment involved an effective random assignment procedure, the experimental results from this policy intervention can be used as a benchmark, to which we compare the impact estimates produced using propensity score matching methods. We use several different methods to assess these nonexperimental estimates of the impact of the program. We try to determine “how close is close enough,” putting greatest emphasis on the question: Would the nonexperimental estimate have led to the wrong decision when compared to the experimental estimate of the program? We find that propensity score methods perform poorly with respect to measuring the impact of a reduction in class size on achievement test scores. We conclude that further research is needed before policymakers rely on PSM as an evaluation tool. © 2007 by the Association for Public Policy Analysis and Management     

Dynamics of Public Service Motivation: Attraction‒Selection and Socialization in the Production and Regulation of Social Services

The literature on public service motivation (PSM) has typically focused on the relationship between motivation and public/private sector of employment, while the character of the work being performed has been neglected. Using panel surveys with pre‐ and postentry measures of PSM among certified Danish social workers, this article provides a unique design for investigating PSM‐based attraction?selection and socialization effects with respect to the choice between work related to service production or service regulation (controlled for public/private sector of employment). The article shows that the PSM profiles of social work students predict their preference for one of the two types of work tasks but do not predict first employment in the preferred job. Conversely, postentry shifts in social workers’ PSM profiles result from a complex interplay between influences from both work task and sector.     

Front‐Door Difference‐in‐Differences Estimators

We develop front‐door difference‐in‐differences estimators as an extension of front‐door estimators. Under one‐sided noncompliance, an exclusion restriction, and assumptions analogous to parallel trends assumptions, this extension allows identification when the front‐door criterion does not hold. Even if the assumptions are relaxed, we show that the front‐door and front‐door difference‐in‐differences estimators may be combined to form bounds. Finally, we show that under one‐sided noncompliance, these techniques do not require the use of control units. We illustrate these points with an application to a job training study and with an application to Florida's early in‐person voting program. For the job training study, we show that these techniques can recover an experimental benchmark. For the Florida program, we find some evidence that early in‐person voting had small positive effects on turnout in 2008. This provides a counterpoint to recent claims that early voting had a negative effect on turnout in 2008.     

Zone of Acceptance under Performance Measurement: Does Performance Information Affect Employee Acceptance of Management Authority?

Public sector employees have traditionally enjoyed substantial influence and bargaining power in organizational decision making, but few studies have investigated the formation of employee acceptance of management authority. Drawing on the “romance of leadership” perspective, the authors argue that performance information shapes employee attributions of leader quality and perceptions of a need for change in ways that affect their acceptance of management authority, conceptualized using Simon's notion of a “zone of acceptance.” A survey experiment was conducted among 1,740 teachers, randomly assigning true performance information about each respondent's own school. When employees were exposed to signals showing low or high performance, their acceptance of management authority increased, whereas average performance signals reduced employee acceptance of management authority. The findings suggest that performance measurement can alter public sector authority relations and have implications regarding how public managers can use performance information strategically to gain acceptance of management authority and organizational change.     

Public Debt,Economic Growth,and Public Sector Management in Developing Countries: Is There a Link?

The article investigates whether differences in public sector management quality affect the link between public debt and economic growth in developing countries. For this purpose, we primarily use the World Bank's institutional indices of public sector management (PSM). Using PSM thresholds, we split our panel into country clusters and make comparisons. Our linear baseline regressions reveal a significant negative relationship between public debt and growth. The various robustness exercises that we perform also confirm these results. When we dissect our data set into “weak” and “strong” county clusters using public sector management scores, however, we find different results. While public debt still displayed a negative relationship with growth in countries with “weak” public sector management quality, it generally displayed a positive relationship in the latter group. The tests for non‐linearity shows evidence of an “inverse‐U”‐shape relationship between public debt and economic growth. However, we fail to see a similar significant relationship on country clusters that account for PSM quality. Yet, countries with well‐managed public sectors demonstrate a higher public debt sustainability threshold. Copyright © 2015 John Wiley & Sons, Ltd.     

Are There Hidden Costs Associated With Conducting Layoffs? The Impact of Reduction‐in‐Force and Layoff Notices on Teacher Effectiveness

Few studies examine employee responses to layoff‐induced unemployment risk; none that we know of quantify the impact of job insecurity on individual employee productivity. Using data from the Los Angeles Unified School District (LAUSD) and Washington State during the Great Recession, we provide the first evidence about the impact of the layoff process on teacher productivity. In both sites we find that teachers impacted by the layoff process are less productive than those who do not face layoff‐induced job threat. LAUSD teachers who are laid off and then rehired to return to the district are less productive in the two years following the layoff. Washington teachers who are given a reduction‐in‐force (RIF) notice and are then not laid off have reduced effectiveness in the year of the RIF. We argue that these results are likely driven by impacts of the layoff process on teachers’ job commitment and present evidence to rule out alternate explanations.     

The Impact of Socialisation on Graduates’ Public Service Motivation – a Mixed Method Study

The need to attract and retain a high calibre cadre of public servants today has resulted in a renaissance of interest in public service motivation (PSM) within public management literature. This article outlines a study of PSM with graduate employees within an Australian public sector. The study extends our understanding of PSM by adopting a longitudinal, mixed method design, including surveys and individual interviews, to consider the effects of socialisation on levels of PSM. Results show an organisation's mission and values do not affect individual PSM while work type and communication style is vital and organisational socialisation can provide a negative influence.     

The Impact of Customer Orientation on Government Employee Performance

ABSTRACT

This article explores the impact of “customer service” orientation on government employee performance. Although public organizations have been encouraged to become customer-centered organizations, concerns exist about the application of such market orientations to the management of government organizations. This article joins in the customer orientation debate by exploring the impact of customer orientation on employee motivation and performance. Using quantitative and qualitative analysis of data from civilian employees at a Department of Defense installation, this study explores the impact of customer orientation on employee performance and motivation, across time and work roles.

Consistent with previous research that suggests that customer orientation is positively associated with public and private employee performance and work attitudes, the results of this study suggest that customer service orientation has a strong positive impact on employee performance and motivation. Employee customer orientation provides a connection to the organization's goals consistent with employees' affective and normative values of public service, and feedback necessarily to improve service delivery. The impact of formal management systems may be enhanced by their ability to strengthen an employee's customer orientation. Ultimately, however, efforts to create a more “market”-based orientation focused on institutional customers who purchase services may have limited impact, or even a deleterious effect on, employee performance and motivation, unless also accompanied by formal linkages to service beneficiaries.     

Testing an International Measure of Public Service Motivation: Is There Really a Bright or Dark Side?

‘Public service motivation’ (PSM) is usually reported as a bright force although recent debate alludes to a dark side. Variables representing each side are, respectively, job satisfaction and burnout. This study tests for both the bright and potential dark direct effects of PSM and responds to calls to further validate the international PSM instrument developed by Kim et al. ( 2013 ). Using a sample of 455 local council workers in Australia, analysis confirmed that while the measure was robust and generalizable in its structure, none of the dimensions of PSM were found to influence either job satisfaction or burnout. Plausible explanations include contextual factors, nomological concerns with the measurement instrument, and the notion that PSM has a non‐significant influence on either. The implications of these findings are discussed and future research proposed.