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Public Managers as Goal Setters and Evaluators (Empowerment (intrinsic…
Public Managers as Goal Setters and Evaluators
how public service is perceived plays a role in how bureaucratic employees work
Effort to Performance is something managers need to be aware of
Performance to outcomes
Valued outcomes
Values associated with government employment
service
personal sacrifice
data
public morality
prestige
Motivation
self interest
groups have to take advantage of this to get people to want to work
monetary
extrinsic rewards
controlled by superiors
public service attracts different people than private
charismatic leader
socialization during entry stage
winning
productivity
balance of pushing for productivity and health and effectiveness overall
extrinsic and intrinsic motivators
innate and learned needs
Maslow
4 drives - bond, learn, aquire, defend
Process theories
Equity
Job Characteristic Model
Goal Setting Theory
Specific, Attainable, Relevant, Challenging, Feedback
Expectancy Theory
perform satisfactorily
perform to satisfaction to get an outcome
the outcome means something to them
Theories of Public Service Motivation
rational
individual utility maximization
formulation of policy
advocacy of special interest
norm based
desire to serve the public interest
loyalty to duty and the government
social equity
Affective
personal identification with the program
service to society would be long lasting
patriotism of benevolence
Behavioral Implications of Public Service Motivation
the greater an individual's public service motivation, the more likely they are to seek membership in the organization
In public organizations, public service motivation is positively related to individual performance
when work feels meaningful they work harder
Public organizations that attract members with high levels of public service motivation are likely to be less dependent on utilitarian incentives to manage an individual effectively
structured incentive systems
Empowerment
intrinsic motivation through psychology
start at the top or bottom up
share information
provide appropriate structure
team based structure
provide access to training
reflected in mission and values of organization
hold people accountable
sense of meaning
sense of competence
sense of self development
sense of impact
Employee Engagement
expressing oneself through orgnization practices
level of psychological presences while performing organized roles
opposite of burnout
do you know what others expect of you
strategic vision
framing and defining
3 effects
focus
vision
strategic goal
case for change
head, hands, hearts
perspective
embrace paradox
use your own story
Strategy
goal setting
7 steps
strategic unity and alignment
motivation and knowledge
jointly establish individual goals
ongoing coaching and feedback
evaluate
S.M.A.R.T.