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.     

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.     

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.     

Comparison of a Multidimensional to a Unidimensional Measure of Public Service Motivation: Predicting Work Attitudes

Significant research has been conducted to understand public service motivation (PSM) in the past decades using either multidimensional or unidimensional measures. This creates uncertainty in the review process about whether findings using one approach hold when other measures are used. PSM research faces the challenge of developing a better understanding of different PSM measures and the relationships between them. This paper compares a multidimensional to a unidimensional measure of PSM, assessing the predictive validity of PSM on job satisfaction, organizational commitment, and person–organization fit. The empirical test shows that there is no significant difference in the predictive capacities of PSM on the work attitudes within the data set when using the different PSM measures. It provides some evidence that unidimensional and multidimensional measures of PSM are of comparable utility, at least within the data set used.     

ELITE ETHNOGRAPHIES: POTENTIAL,PITFALLS AND PROSPECTS FOR GETTING ‘UP CLOSE AND PERSONAL’

This article celebrates Rod Rhodes' use of ethnography to study political elites ‘up close and personal’. Initially Rhodes' work is contextualized within the development of political ethnography more generally, before his ethnographies of ‘Everyday life in a Ministry’ are reviewed, illustrating the potential of ethnography to research policy‐making elites. This review highlights epistemological and ontological questions which link to criticism of Rhodes' work as taking an anti‐foundational stance. In looking at future prospects for ethnography in governance settings, this article argues that researchers building on Rhodes' scholarship can choose whether to use ethnography as a ‘method’ or an ‘interpretive methodology’. In concluding, the case is made for a ‘constructivist modern empiricism’ which utilizes the ethnographic method alongside other research methods as being most useful for public policy and administration scholarship aiming to be practically useful for understanding either the processes of public policy‐making or its impact.     

The Link Between Public Service Motivation and Volunteering: The Case of South Korean Civil Servants

Despite the consensus on volunteering as a behavioral consequence of public service motivation (PSM), research has not yet empirically examined how various PSM constructs relate to an individual’s volunteering, and the underlying mechanism between PSM and volunteering remains a mystery. This study identifies common motivational grounds between PSM and volunteering and examines how the four PSM types—rational, normative, affective, and self-sacrifice—predict public service employees’ volunteering. The findings from the survey of employees in the Korean National Government suggest a connection between public employees’ volunteering and the rational dimension of PSM, i.e., their desire to influence public policy process.     

Effects of Public Service Motivation on Turnover and Job Satisfaction in the U.S. Teacher Labor Market

A substantial body of research has addressed the importance of the match between the person and the organization, or jobs for individuals and organizational outcomes across diverse fields. Despite growing attention to the role of the person–environment (P–E) fit, there are few studies incorporating the characteristics of jobs in the relationship between public service motivation (PSM) and job satisfaction. Drawing on the growing literature concerning PSM and teacher recruitment and retention, this study investigates whether altruistic work values, such as a strong altruistic desire and a preference for correcting social inequity, affect job satisfaction and teacher turnover.     

Navigating the dichotomy: The top public servant's craft

How in their day‐to‐day practices do top public servants straddle the politics–administration dichotomy (PAD), which tells them to serve and yet influence their ministers at the same time? To examine this, we discuss how three informal ‘rules of the game’ govern day‐to‐day political–administrative interactions in the Dutch core executive: mutual respect, discretionary space, and reciprocal loyalty. Drawing from 31 hours of elite‐interviews with one particular (authoritative) top public servant, who served multiple prime ministers, and supplementary interviews with his (former) ministers and co‐workers, we illustrate the top public servants’ craft of responsively and yet astutely straddling the ambiguous boundaries between ‘politics’ and ‘administration’. We argue that if PAD‐driven scholarship on elite administrative work is to remain relevant, it has to come to terms with the boundary‐blurring impacts of temporal interactions, the emergence of ‘hybrid’ ministerial advisers, and the ‘thickening’ of accountability regimes that affects both politicians and public servants.     

Short notes on some books received

This article challenges the thesis that local‐level bureaucrats need be part of any ‘dominant coalition’ at the village level. Based on a case study of Egyptian agricultural officials, the paper argues that local bureaucrats may well be more useless than dominant in any political or economic sense. In rural areas in which local officials lack the resources (supplies, funds) to do their jobs, they may well be quite inconsequential. In such situations their position as ‘public servants’ may be appropriated by members of the rich peasantry, who have no particular need to work closely with resource‐poor local government staff.     

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.     

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.     

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.     

Reality Shock and Public Service Motivation: A Longitudinal,Qualitative Study Among Dutch Veterinary Inspectors

To this day little is known about the mechanisms that help explain the mixed findings of longitudinal public service motivation (PSM) research. This study aims to deepen our understanding of post-entry PSM dynamics by focusing on the role of the often cited “reality shock” as a potential explanation for the decrease in PSM also found here. The results of this longitudinal, small-scale qualitative study of a specific cohort of newcomers who just started work as veterinary inspectors at the Dutch food safety authority suggest that a loss of PSM is not due to a generic shock effect, but is linked to having unclear job expectations and individual differences in coping behaviour.     

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.     

THE ‘NEW PUBLIC GOVERNANCE’ AND EMPLOYABILITY SERVICES IN AN ERA OF CRISIS: CHALLENGES FOR THIRD SECTOR ORGANIZATIONS IN SCOTLAND

Third sector organizations (TSOs) have emerged as key players in the delivery of public services to assist jobless people to improve their employability and move from welfare to work. Drawing on in‐depth research with employability providers in Scotland, this article explores how TSOs have responded to the challenges of a rapidly changing public services environment. Specifically, we use the concept of the ‘New Public Governance’ to explore TSOs' relationships with UK, devolved and local government stakeholders. TSOs demonstrated a pragmatic approach to shaping their services to reflect the priorities of public funders, and identified some opportunities arising from the new emphasis on ‘localism’. However, the evidence suggests that opportunities for collaboration at times remained constrained by certain forms of ‘contractualism’ and top‐down performance management. Based on the evidence, lessons for future policy and practice are considered.     

Analyzing the Link Between Job Satisfaction and Performance in Educational Institutions

The relationship between job satisfaction and organizational performance has been one of the most controversial issues in organizational management. This study examines how job satisfaction affects organizational performance analyzing the panel data collected from educational institutions in Korea. The results demonstrate that teachers’ organizational satisfaction is likely to improve students’ performance in standardized tests, whereas their work satisfaction is negatively related to it. Private school teachers showed higher organizational satisfaction than public school teachers and produced higher students’ test scores. No significant difference in work satisfaction between public and private school teachers was found.     

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.