Caucuses in Collaborative Governance: Modeling the Effects of Structure,Power, and Problem Complexity

ABSTRACT

This article explores societal culture as an antecedent of public service motivation. Culture can be a major factor in developing an institution-based theory of public service motivation. In the field of organization theory, culture is considered a fundamental factor for explaining organization behavior. But our review of the literature reveals that culture has not been fully integrated into public service motivation theory or carefully investigated in this research stream. This study starts to fill this gap in the literature by using institutionalism and social-identity theory to predict how the sub-national Germanic and Latin cultures of Switzerland, which are measured through the mother tongues of public employees and the regional locations of public offices, affect their levels of public service motivation. Our analysis centers on two large data sets of federal and municipal employees, and produces evidence that culture has a consistent impact on public service motivation. The results show that Swiss German public employees have a significantly higher level of public service motivation on the whole, while Swiss French public employees have a significantly lower level overall. Implications for theory development and future research are discussed.     

Organizational Citizenship Behavior in the Public Sector: A Systematic Literature Review and Future Research Agenda

This article presents a systematic literature review of organizational citizenship behavior (OCB) in the public sector. The findings show that although OCB is gaining more attention in the public sector, research often does not take specific public sector characteristics or concepts into account. Based on the available evidence, the authors develop a framework of antecedents, outcomes, mediators, and moderators of OCB. Three areas for future research are recommended: (1) regarding theory: link OCB to public sector concepts such as bureaucratic red tape, public leadership, and public service motivation; (2) regarding research designs: use stronger survey designs, experiments, and case studies and devote more attention to cross-sectoral and cross-country differences; and (3) regarding the consequences of OCB: address the gap in our knowledge of how OCB has an impact on public organizations, including negative impacts.     

Public Service Motivation Research: Lessons for Practice

Public service motivation research has proliferated in parallel with concerns about how to improve the performance of public service personnel. However, scholarship does not always inform management and leadership. This article purposefully reviews public service motivation research since 2008 to determine the extent to which researchers have identified lessons for practice. The results of the investigation support several lessons—among them using public service motivation as a selection tool, facilitating public service motivation through cooperation in the workplace, conveying the significance of the job, and building leadership based on public service values. These results are important because they offer evidence that the field is coalescing around tactics that managers and leaders can use to address enduring concerns about employee motivation in the public sector. They also prompt us to articulate ideas that can guide a tighter integration of research and practice moving forward.     

A Strategy for Building Public Service Motivation Research Internationally

As public service motivation research grows qualitatively and quantitatively, some scholars question its appropriateness for international applications. This essay sets out a strategy of convergence for international research and measurement approaches. Studies that assess commonalities in public service motivation content internationally are analyzed in order to develop a broader conceptual and more operational definition as well as consequently a more universal public service motivation construct. Public service motives, according to this review, are based on self‐sacrifice and fall into three categories: instrumental, value‐based, and identification. The dimensions of the public service motivation construct are refined along the lines of attraction to public participation, commitment to public values, compassion, and self‐sacrifice. Researchers are urged to include all of its dimensions within their empirical studies to advance contemporary public service motivation studies.     

Pulling the Levers: Transformational Leadership,Public Service Motivation,and Mission Valence

This article contributes to our understanding of public service motivation and leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of public service motivation on employees’ attraction to the organization’s mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation. Second, the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important indirect effect on mission valence through its influence on clarifying organizational goals and fostering public service motivation.     

Revisiting the Motivational Bases of Public Service: Twenty Years of Research and an Agenda for the Future

How has research regarding public service motivation evolved since James L. Perry and Lois Recascino Wise published their essay “The Motivational Bases of Public Service” 20 years ago? The authors assess subsequent studies in public administration and in social and behavioral sciences as well as evolving definitions of public service motivation. What have we learned about public service motivation during the last two decades? What gaps in our understanding and knowledge have appeared with respect to the three propositions offered by Perry and Wise? This essay charts new directions for public service motivation scholarship to help clarify current research questions, advance comparative research, and enhance our overall understanding of individuals’ public service motives.     

Cultivating Public Service Motivation through AmeriCorps Service: A Longitudinal Study

The public service motivation literature has helped scholars and practitioners better understand who is attracted to public service and why. However, little is understood about how public service motivation in individuals may be cultivated or how it changes over time. This article uses panel data collected by the Corporation for National and Community Service to track the longitudinal effects of participation in the AmeriCorps national service program on participants’ public service motivation. Findings reveal that participation in AmeriCorps programs had positive effects on participants’ levels of commitment to the public interest and civic awareness immediately after the program; many of these program effects were sustained seven years later. However, when observed in isolation, the comparison group showed significant declines in levels of commitment to public interest and civic awareness over an eight‐year period, suggesting that public service motivation may initially decline upon entry into a public service career.     

Unanswered Questions about Public Service Motivation: Designing Research to Address Key Issues of Emergence and Effects

As public service motivation research gains momentum, important questions emerge regarding its origins and consequences that are not addressed by existing research. The authors identify some fundamental public service motivation assumptions, including critical gaps in our current understanding of its basic tenets. The authors then discuss specific research studies that, by virtue of their findings and designs, may fill in and inform such apparent gaps. Their aim is to chart new concrete directions for scholarship that complements and advances existing public service motivation research.     

Public Service Motivation Research: Achievements,Challenges, and Future Directions

This article takes stock of public service motivation research to identify achievements, challenges, and an agenda for research to build on progress made since 1990. After enumerating achievements and challenges, the authors take stock of progress on extant proposals to strengthen research. In addition, several new proposals are offered, among them conducting more research on the disaggregated construct, developing grounded theory of public service motivation to understand contextual variations across cultures and political institutions, and improving current measures to better capture loyalty to governance regime as an institutional dimension of the public service motivation construct.     

Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance

Despite growing evidence about prosocial motivations and their effects on employee behavior, how can new public service motivation research translate into more effective management practices—which, so far, regrettably remain underdeveloped? Increasingly, public service motivation studies have moved from understanding what motivates public servants to exploring how public service motives influence performance. Similarly, greater attention is now paid to the practices of transformational leadership. Drawing on concepts from transformational leadership, this essay explores how managers can harness the positive aspects of public service motivation to enhance employee and organizational performance and outlines strategies that can help managers incorporate public service motivation values across management systems.     

Public Service Motivation Concepts and Theory: A Critique

With its growth in popularity, public service motivation (PSM) research has been subjected to increasing critical scrutiny, but with more focus on measurement and models than on concepts. The authors examine PSM against standard criteria for judging the strength of concepts (e.g., resonance, parsimony, differentiation, and depth). After providing a critique of PSM concepts, they conclude with suggestions for research programs that could improve the explanatory power of PSM theory.     

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.     

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.     

Mandarins versus Machiavellians? On Differences between Work Motivations of Administrative and Political Elites

This article explores how work motivations differ between administrative and political elites, based on 94 qualitative interviews conducted in the Netherlands, European Union, and United States. Both elite groups are primarily motivated in their initial choice of public service by wanting to contribute to, serve, or improve society; job content, career opportunities, political ideals, and personal background are also important motivators. Once in public service, serving society remains important, but politicians differ from public managers in that they want to have a big impact and bring about actual societal change, and they consider themselves best equipped to do so, whereas the latter value intellectually stimulating work more than anything else. Motivational categories for both groups are relatively stable across institutional settings. Theorizing on the results, the author offers seven propositions for future research. This article contributes to the research on motivation in the public domain by using qualitative methodology and including politicians.     

Bridging the Public Service Motivation and Calling Literatures

Public administration research suggests there may be disparity in the extent to which public servants experience their work as a calling. The purpose of this article is to better illustrate and integrate calling research, which grows out of the positive organizational scholarship movement, into how we understand public service motives. The calling scholarship offers a productive way to view differences in public servants' orientations toward their work. Integrating calling into the public administration scholarship—particularly the public service motivation scholarship—provides insights to researchers and managers about how to help employees discover a deeper sense of meaningfulness in their work. In presenting the arguments and corresponding conceptual framework, the authors seek to supplement rather than replace the public service motivation construct. The authors articulate a research agenda that they believe will strengthen and enrich research on public servants' experience with their work.     

More Similarities or More Differences? Comparing Public and Nonprofit Managers’ Job Motivations

Existing research on career motivations tends to focus either on the difference between private and public organizations or on the difference between nonprofit and for‐profit firms. Although commonalities exist, the literature suggests that there also are many differences in what motivates public and nonprofit employees. Employing data from the National Administrative Studies Project III, this research examines how seven motivational aspects correlate with the choice between public and nonprofit employment. The authors find that managers who value advancement opportunities, a pension and retirement plan, and the ability to serve the public in their jobs are more likely to accept a job in the public sector, whereas managers who value family‐friendly policies and increased responsibility are more likely to accept a position in the nonprofit sector. Participation in volunteering is positively associated with nonprofit employment. The authors suggest a possible link between volunteering and the unique nonprofit motivation that is differentiated from public service motivation.     

Applying Self-Determination Theory to Understand Public Employee’s Motivation for a Public Service Career: An East Asian Case (Taiwan)

The research on employee motivation for choosing a public service career has largely been grounded in the intrinsic-extrinsic dichotomy along with limited motives such as job security, instrumental reward, and public service motivation (PSM). Such an approach narrows the view of researchers, especially those in cultures where major reasons for choosing a public service career exceed these factors and the intrinsic-extrinsic dichotomy. By employing self-determination theory (SDT) to examine data collected in Taiwan, an East Asian cultural setting, a measurement instrument is developed that captures five major motivations for a public service career. A discussion of applying this survey instrument for future research follows.     

What is wrong with job security?

Most Western studies into motivation suggest that public servants are prosocial. Moreover, scholars suggest that a desire for external rewards, like pay and job security, may crowd out prosocial proclivity. However, recent studies from non‐Western contexts provide mixed results about the actual drivers of public servants' motivation to seek and retain public sector employment and perform their duties. To advance the development of theory regarding motivational dynamics of public servants in developing countries, we examine how pursuing external rewards impacts public service motivation, job satisfaction, and turnover intention among public servants in Kazakhstan (n = 627), a developing former Soviet republic that has been subjected to various waves of personnel reform. Our quantitative and qualitative data show that a desire for job security relates positively to public service motivation and job satisfaction, whereas a desire for monetary rewards correlates negatively with public service motivation and positively with turnover intention. We conclude with the implications for theory and practice.     

Implications of Occupational Locus and Focus for Public Service Motivation: Attitudes Toward Work Motives across Nations

Is occupational locus or focus important for public service motivation? Does national context influence public service motivation? To answer both questions, the author examines attitudes toward work motives from national samples in 11 North American and Western European nations using multilevel binary logistic regression analysis. The findings demonstrate that the locus of an occupation in government and its focus on a public service activity both are important in shaping preferences for work motives related to public service motivation. Also, the preference for work motives held by citizens is correlated with the type of welfare regime in a nation. Although it is less pronounced, some evidence suggests that the type of welfare regime influences preferences toward work motives among government employees.     

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.