Prosocial Behavior and Public Service Motivation

Although research on public service motivation (PSM) is vast, there is little evidence regarding the effects of PSM on observable behavior. This article contributes to the understanding of the behavioral implications of PSM by investigating whether PSM is associated with prosocial behavior. Moreover, it addresses whether and how the behavior of other group members influences this relationship. The article uses the experimental setting of the public goods game, run with a sample of 263 students, in combination with survey‐based PSM measures. A positive link is found between PSM and prosocial behavior. This relationship is moderated by the behavior of other group members: high‐PSM people act even more prosocially when the other members of the group show prosocial behavior as well, but they do not do so if the behavior of other group members is not prosocial.     

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.     

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.     

Motivational Bases and Emotional Labor: Assessing the Impact of Public Service Motivation

Emotional labor has become an important topic in the study of organizational behavior, but no research has examined how it is affected in individuals’ motivational bases. Public administration scholars have started to study this concept, but empirical studies are still in their infancy. Focusing on a particular type of motivational base—public service motivation (PSM), this article assesses how PSM and its three dimensions (attraction to policy making, commitment to public interest, and compassion) affect two common emotional labor activities (surface acting and deep acting). Using data from a survey of certified public management students, the results show that PSM is negatively associated with surface acting and positively associated with deep acting. Among the PSM dimensions, attraction to policy making is positively associated with surface acting; compassion is negatively associated with surface acting and positively associated with deep acting; and commitment to public interest is not associated with surface acting or deep acting.     

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.     

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.     

For Those Who Care: The Effect of Public Service Motivation on Sector Selection

Public service motivation (PSM) theory suggests that the alignment of values may explain sorting into public service work. Evidence suggests that people with high PSM cluster in government and nonprofit organizations. However, reliance on cross‐sectional data leaves open the question of whether observed patterns are the result of public and nonprofit organizations attracting and selecting high‐PSM people or cultivating PSM through socialization within the sector. Using longitudinal data, this article analyzes the relationship between motivational bases, such as PSM, and sorting into the public, for‐profit, and nonprofit sectors. The results indicate that PSM‐related values, measured before labor market entry, predict the sector a person will select for employment. Moreover, the effect on sector selection does not operate through some commonly cited alternative predictor of sector employment, such as college completion. Rather, PSM predicts sorting into college majors in a manner consistent with sector sorting in the labor market.     

A Review of: “Social Decision Making: Social Dilemmas,Social Values,and Ethical Judgments Edited by Roderick M. Kramer,Ann E. Tenbrunsel,and Max H. Bazerman”

ABSTRACT

Our ability to interpret, generalize, and build theory across public service motivation (PSM) studies is limited by lack of knowledge regarding the equivalence of different PSM measures that researchers frequently use. While past research has given considerable attention to validating multidimensional measures of PSM, this study investigates the psychometric properties of the global measures that have been used to provide much of the empirical evidence on PSM. Building on the lessons of other research using global and multidimensional measures, we first discuss the strengths and weaknesses of existing global measures of PSM relative to those of the multidimensional measures. After highlighting the potential merit of global scales, we then provide empirical justification for global scales. Using five different data sets to compare commonly used global measures of PSM, our findings suggest that these different measures are not only highly correlated with each other but also display a similar pattern and strength of relationships with important correlates of PSM. These findings suggest that these measures do tap into the same conceptual space and help validate our continued reliance on empirical studies that have used different measures to build our understanding of PSM.     

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.     

Social Desirability Bias in Measuring Public Service Motivation

ABSTRACT

Public service motivation (PSM) is usually measured using self-report data, which suggests that PSM measures can be influenced by social desirability bias. This study investigates whether respondents tend to report an inflated view of their attitudes and orientations during surveys on PSM. Experimental survey research (list experiment) is conducted to analyze the magnitude of social desirability bias in PSM measurements and to examine the relationship between socio-demographic factors and social desirability bias in Korea. The results show evidence of social desirability responding bias, although the pattern of bias varies across socio-demographic subgroups. Respondents in their forties or fifties, conservatives, Protestants, and those without a religious affiliation show more bias than other subgroups. This finding implies that correlational analysis in PSM research may be prone to the moderating effect of social desirability bias. Research that does not recognize and compensate for this bias may produce unwarranted theoretical or practical conclusions.     

Public Service Motivation (PSM) and Support for Citizen Participation: A Test of Perry and Vandenabeele’s Reformulation of PSM Theory

This article examines how public service motivation (PSM) relates to public managers’ attitudes toward citizen participation. Perry and Vandenabeele suggest that PSM effects are moderated and/or mediated by self‐regulation and by the salience of an activity to self‐identity. Using data from Phase IV of the National Administrative Studies Project, latent model results suggest a direct, positive relationship between PSM and citizen participation evaluation. The relationship is not mediated by value congruence but rather is moderated by the perceived importance of the organization’s citizen participation efforts. The moderating effect has three interpretations: (1) PSM has a stronger relationship to evaluation as citizen participation becomes more important in the agency; (2) at low and medium PSM levels, the greater the importance of citizen participation, the lower its evaluation; or (3) at high PSM levels, the greater the importance of citizen participation, the higher its evaluation. This suggests that PSM is more germane for activities such as citizen participation, invoking relevant values as perceived organizational commitment increases.     

Measurement and Public Service Motivation: New Insights,Old Questions

ABSTRACT

This article reviews some recent research from political science that speaks to the public service motivation (PSM) literature. Specifically, it discusses research that describes new measures of bureaucratic ideology and agency performance. These new measures might usefully be employed in the PSM literature and a discussion of them highlights some potential pitfalls in PSM research more generally.     

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.     

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.     

Person-Environment Fit and Public Service Motivation

This article incorporates insights from Person-Environment Fit theories to the discussion about the effect of Public Service Motivation (PSM) on vocational outcome variables. Analysis of a large Dutch dataset shows that workers with a PSM fit are more satisfied and less inclined to leave their job and the organization they work for than workers without such a fit. This is in accordance with the main hypothesis. Other results underline the importance of the PSM concept as they show that public sector workers have a higher level of PSM than private sector workers. Moreover, private sector workers with high levels of PSM are inclined to look for a job in the public sector, which is in accordance with a main propositions of the PSM framework. The article finishes with a discussion on theoretical and methodological issues raised by the analysis and puts forward some suggestions for further research.     

How Leadership and Public Service Motivation Enhance Innovative Behavior

Prior research has linked the innovative behavior of public sector employees to desirable outcomes such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This article employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovative behavior among civil servants. Based on three‐wave data from 281 Chinese civil servants and their 59 department heads, entrepreneurial leadership is found to positively influence subordinates' innovative behavior by enhancing two dimensions of psychological empowerment: meaning and impact. Additionally, PSM was found to influence subordinates' innovative behavior by enhancing the dimensions of meaning and competence. These findings suggest that to facilitate innovative behavior among employees, public organizations should consider introducing training that encourages leaders to serve as entrepreneurial role models and recruit employees with high levels of PSM.     

Attracting future civil servants with public values? An experimental study on employer branding

Abstract

A frequently cited recommendation of public service motivation (PSM) research is to use PSM in the context of HR marketing. However, empirical evidence demonstrating the usefulness of addressing PSM in the recruitment process is limited. Moreover, we know little about the relative importance of PSM for public employers’ attractiveness. We address this gap using an experimental research design to investigate whether public service motivated individuals differ from extrinsically motivated individuals in terms of their attraction to organizations that emphasize either “traditional” public or private values in their employer branding. Our findings indicate that public service motivated individuals are attracted neither to public nor to private values in employer branding. Furthermore, individuals with very high levels of extrinsic motivation are more attracted to private values employer branding than to public values employer branding and to the control group.     

Judging unethical behavior: the different effects of external and public service motivation

ABSTRACT

While the claim that Public Service Motivation (PSM) has a positive effect on ethical judgment is well-established in the literature, this link is less clear for external sources of motivation. Little is known about how these two types of motivation can be influenced to boost ethical judgment. This article addresses these two shortcomings, studying the effects of PSM and external motivation on the judgment of unethical actions, and the process of assumption of institutional logics by individuals with more basic needs satisfaction. The empirical analysis applies full structural equation modeling, testing the hypotheses on a sample of 574 case managers working on a program that integrates health and social services in Catalonia (Spain). The results illustrate the distinct relation of PSM and external motivations with the judgment of unethical acts. They also indicate that the satisfaction of basic psychological needs indirectly reduces the acceptance of unethical acts. However, this indirect effect only happens through PSM. These findings have important implications for academic research and for the prevention of the development of mild judgments of unethical behavior in the workplace.     

Public Service Motivation,Organizational Social Capital,and Knowledge Sharing in the Korean Public Sector

This article investigates whether public service motivation (PSM) and organizational social capital predict knowledge sharing in the public sector. The hypothesized relationships in the proposed model are verified with the online survey data of 506 public employees in Korea. The test results show that the two dimensions of PSM (attraction to public service and commitment to public values) and the trust component of organizational social capital are both positively related to knowledge sharing in the Korean public sector, and that the associability component of organizational social capital is indirectly associated with knowledge sharing through its influence on PSM. The article discusses the ways that PSM and organizational social capital may contribute to overcome the social dilemma of knowledge sharing in public organizations. It also suggests that there is need for further research on the individual dimensions of the PSM construct.