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.     

Do Australian public sector employees have the type of culture they want in the era of new public management?

New public management theory proposes that public sector organisations should be managed more like private sector organisations. It is therefore expected that public sector managers will have preferences for an organisational culture that will reflect the culture of private sector organisations, with an external rather than internal orientation. The current research investigated the idea that managers' perceptions of ideal organisational culture would be different to the bureaucratic model of culture (internally oriented), which has traditionally been associated with public sector organisations. Responses to a competing values culture inventory were received from 925 public sector employees. Results indicated that the bureaucratic model is still pervasive; however, managers prefer a culture that is more external, and less control focussed, as expected. Lower level employees expressed a desire for a culture that emphasised human relations values.     

Public Value and the Integrative Mind: How Multiple Sectors Can Collaborate in City Building

Creating the public realm in an era of constrained resources demands a level of cooperation among multiple sectors rarely seen before and a recognition that the boundaries between what we have considered “public” and “private” have become porous and blurred. A number of recent projects on either side of the Mississippi River near downtown Minneapolis show what this means in terms of delivering public value much greater than any one sector could produce on its own.     

Ownership,empowerment, and productivity: Some empirical evidence on the causes and consequences of employee discretion

Abstract This paper uses a sample of professional engineers employed in the public and private sector to investigate the effect of sector employment, indicators of task complexity, organization size, number of rules, importance, and attentiveness and agreement among various principals (customers or clients, peers, mid‐ and top‐level management, and politicians) on both employee discretion and a subjective measure of employee productivity. The results show that disagreement among important and attentive proximate principals (mid‐level managers) expands discretion, but disagreement among important and attentive distant principals (top executives and politicians) reduces discretion. Sector has no direct or indirect effect on discretion. When customers or clients and peers are important and attentive principals, discretion increases, and so does productivity. Monitoring by mid‐level management has no effect on productivity. Because disagreement among distant principals is greater in the public sector, devolution of authority alone is unlikely to increase public sector productivity. © 2000 by the Association for Public Policy Analysis and Management.     

THE MYTH OF PRIVATE SECTOR SUPERIORITY IN PERSONNEL ADMINISTRATION

This article addresses the assumption that private sector management is more efficient than public sector management. It identifies the ways in which public and private sector personnel management are alike, and the ways in which they are different. The differences help the reader understand the reasons for the myth o f private sector superiority. This essay argues that, given the purposes of government employment which have littlet do with management efficiency, and which even militate against it, the criterionof efficiency is misplaced in the evaluation of the effectiveness of public administration. Using a variety of behavioral and motivational measures, it is demonstrable that workers in the public sector are not less likely to seek opportunities for personal fulfillmerit in their jobs than workers in the private sector. The lazy and indolent stereotype does not hold up.     

The impact of the family and medical leave act

This article uses data from employer surveys and the March Current Population Survey to investigate the impact of the Family and Medical Leave Act (FMLA) on coverage, leave‐taking, employment, and earnings. The variation in state laws prior to the FMLA and the variation in coverage under the FMLA provides a “natural experiment” in which the effect of the law can be compared for treatment and con‐trol groups. Although the FMLA covers less than half of workers in the private sector (many of whom already had coverage pre‐FMLA), this article finds that leave cover‐age and usage did increase post‐FMLA. The other surprising finding is that this mandated benefit had no significant negative effects on women's employment or wages. ©1999 by the Association for Public Policy Analysis and Management.     

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.     

Private Sector Imprinting: An Examination of the Impacts of Private Sector Job Experience on Public Manager's Work Attitudes

What are the attitudes of public managers who have had full‐time private sector work experience? Public managers with private sector work experience report different perspectives when compared to their counterparts who have spent their entire careers in the public sector. Though private sector work experience negatively correlates with job satisfaction, it only does so for the “new switcher,” whose last job was in the private sector. As careers advance, the negative impact seems to wane, leaving a public sector workforce that, in part as a result of their private sector work experience, are relatively more intrinsically motivated and involved in their jobs. We conclude with discussion of implications for human resources management.     

Deregulation redux: does mandating access to bottleneck facilities necessarily improve welfare?

We demonstrate that deregulation in the form of vertical separation of network components into natural monopoly and potentially competitive markets does not truly represent a lessening of regulatory burdens. That is, vertical separation is not synonymous with deregulation; “more competitors” is not equivalent to “more competition”. We assume a public interest regulator that is constrained to set a unit price that maximizes expected welfare subject to a break-even constraint. We show that under both symmetric and asymmetric information cases the information demands on the regulator of the vertically integrated system are no greater than those in the case of vertical separation.     

Comparing Affective Commitment in the Public and Private Sectors: A Comprehensive Test of Multiple Mediation Effects

Employees’ organizational commitment is associated with a number of positive outcomes, such as employee motivation, job satisfaction, productivity, and retention. But previous research has suggested that there may be important sector differences in both commitment and its explanations, yet results are very mixed. We study sector differences in affective organizational commitment among 1,043 public and private office workers who perform very similar tasks across sectors, testing the influence of factors thought to explain commitment and expected to vary between the sectors. We propose that the mixed results are due to different variables mediating the relationship between sector and organizational commitment. Conducting a multiple mediation analysis, we find that more hierarchy negatively mediates the relationship between public sector employment and organizational commitment. On the other hand, the relationship between public sector employment and organizational commitment is positively mediated by public service motivation and participatory management. This highlights the importance of not only studying simple sector differences, but also including relevant individual and organizational-level variables that can explain the mechanisms behind such differences.     

Intergenerational transfers of public sector jobs: a shred of evidence on nepotism

The attractiveness of public sector jobs in Italy may induce parents working in this sector to use their positions and the network of relationships to favor their sons/daughters in gaining access to public sector jobs. We verify whether children of public employees effectively enjoy an advantage, estimating a model of the probability of working in the public sector controlling for individual characteristics and labor market conditions. We show that if the father is a public employee the probability of his child working in the same sector is increased by a huge 44%. This advantage is larger for low-ability individuals, “stayers” and Southern Italian residents. We interpret these findings as evidence of nepotism in public employment.     

The Changing Face of Public Sector Employment

While it is easy, and almost a national sport, to criticise the traditional model of public sector employment as being too generous, there is a rationale for its distinctiveness. The career service model that endured for most of the last century was aligned to the bureaucratic form of public administration of that time. As public administration was 'transformed' into public sector management through the importing of private sector techniques, so too has public sector employment been varied in pursuit of greater efficiency, flexibility and responsiveness.     

Employment,privatization, and managerial choice: Does contracting out reduce public sector employment?

We examine the effects of governments' use of alternative service provision on public employment using panel data from a nationally representative sample of local governments. We model the effects of alternative service provision on the size of the public workforce and hypothesize that alternative provision jointly impacts both full‐ and part‐time employment. We find evidence of an inter‐relationship between these employment types. Our results from seemingly unrelated and 3SLS regressions indicate that full‐time employment in the public sector declines when additional services are provided by for‐profit providers, while part‐time employment increases. The net employment effect in the public sector is negative when government services are moved to the for‐profit sector. These combined effects result in a compositional shift toward more part‐time public sector employment. © 2006 by the Association for Public Policy Analysis and Management     

Public employees lining up at the polls—the conditional effect of living and working in the same municipality

Do public employees vote more frequently than private employees? The turnout of public employees has been of central interest to public choice scholars for almost a century. Utilizing a government records dataset that is not subject to over-reporting and differential social desirability bias, we find that public employees voted 11–12 percentage points more than their counterparts in the private sector. In a multivariate analysis, however, the effect is only four to five percentage points greater for local government public employees, which is in the lower range of previous studies. We are able to distinguish between local government and central government employees and show that the latter vote two percentage points less than the former. Controlling for the specific type of educational background does not explain the public–private turnout differential. Finally, the effect of working and voting in the same municipality is larger for local government employees than other citizens. This is in accordance with their greater incentives as they elect their future employer, though the effect size is surprisingly small.     

The optimal size of government

In the economic analysis of the theory of government, two views of government are evident. The Pigovian view sees government as a benevolent actor striving to correct for the inadequacies and excesses of an unrestrained marketplace. The ‘Public Choice’ view of government portrays government as the tool of special interest groups as likely to generate distortions as to correct them. In this paper, a model of government that incorporates both views will be developed and then empirically tested. The model developed assumes that all expenditures by the government are inputs into the private sector production. Treating government expenditures as inputs into the production of private sector output, there is some optimal size of government that maximizes private sector output. The model incorporates a general production function for private sector output. Output is a function of private labor, private capital, and government expenditures. The Pigovian and Public Choice views of government are reflected in the assumed impact of G on the marginal productivities of L and K. The model is tested using United States data and a Cobb-Douglas production function. Estimates indicate that the 1983 level of government expenditures exceeds by 87 percent the level that would maximize private sector output. Reducing government from $ 491 billion to $ 263 billion and shifting the freed labor to the private sector would increase output from $ 1187 billion to $ 1451 billion.     

Nano‐Industry Operationalizations of “Responsibility”: Charting Diversity in the Enactment of Responsibility

The Collingridge dilemma—the problem of reacting to emerging technology either “too early” or “too late”—is one that is readily recognized by developers and promoters of nanotechnologies. One response can be found in the rise of a discourse of “responsible development” in the science and innovation policy landscape. While a number of commentators have discussed the potential of such initiatives, it remains unclear how responsible development is actually being configured “on the ground,” in private sector nanotechnology. This paper addresses this question by analyzing empirical engagements in Europe and the United States in order to map industry operationalizations of “responsibility” in these contexts. We show that a number of different articulations of “responsibility” are present, including as a response to public lack of trust and perceived public pressure, and as the management of risk. We close by relating these findings to the theoretical literature on responsibility, other contemporary accounts of the ways in which responsible development can be operationalized, and the possibilities that these articulations of responsibility may open up.     

Public and private sector wages interactions in a general equilibrium model

It is common wisdom that public sector wages are not determined in the same way as private sector wages. At the same time, the empirical evidence available for OECD countries finds a strong positive correlation between public and private sector wages. In this paper, we develop a model that is consistent with a political economy view of the determination of public sector wages and employment, while being consistent with the said empirical evidence. Public finance constraints are crucial: In booms, governments expand employment and wages, while in downturns, lack of tax revenues forces the government to cut back the wage bill.     

Are Leftist Governments More Generous Toward Public Sector Employees? Evidence From Canada, 1967–1984

This article tests the hypothesis that leftist governments concede higher wage increases to their public sector employees than right-wing governments. Leftist governments are expected to be more generous toward public sector employees because of their commitment to public sector intervention, and because of the heavy representation of the public sector among leftist party elite and clientele. The study examines all major wage settlements signed between 1967 and 1984 in the Canadian provincial public sector and finds that, everything else being equal, wage increases are 10% higher under leftist governments. The standard economic variables (labor demand, expected inflation and spillover from previous contracts) that have been shown to affect wage increases in the private sector also emerge as significant. Finally, the data indicate that the greater the public debt the more constrained governments feel to negotiate minimal wage increases. These findings establish that a proper understanding of public sector labor relations requires a consideration of political as well as economic variables.     

The Link Between Job Satisfaction and Organizational Commitment: Differences Between Public and Private Sector Employees

ABSTRACT

Employees in the public and private sectors experience different working conditions and employment relationships. Therefore, it can be assumed that their attitudes toward their job and organizations, and relationships between them, are different. The existing literature has identified the relationship between organizational commitment and job satisfaction as interesting in this context. The present field study examines the satisfaction–commitment link with respect to differences between private and public sector employees. A sample of 617 Greek employees (257 from the private sector and 360 from the public sector) completed standardized questionnaires. Results confirmed the hypothesized relationship differences: Extrinsic satisfaction and intrinsic satisfaction are more strongly related to affective commitment and normative commitment for public sector employees than for private sector ones. The results are discussed, limitations are considered, and directions for future research are proposed.