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Public Managers as Goal-Setters and Evaluators (Public Service Motivation,…
Public Managers as Goal-Setters and Evaluators
Public Service
concept, attitude, sense of duty
public morality, positive commitment of individual,
Motivation
person's preference to respond to motive grounded within the organization
should be understood as a dynamic attribute that changes overtime and the individuals willingness will change as well
less dependent on utilitarian incentives to manage individual performance effectively
Attraction-selection
organizations with certain unique properties attract select employees with particular personal attributes
Motives
Normal based
actions generated by efforts to conform norms
Affective
triggers of behaviors that are grounded in emotional responses to various social context
Rational
individual utility maximization
Nonprofit
value helpfulness, cheerfulness, forgiveness
Public sector
highly educated and more experienced workers
motivation fails to underly public sector employment
Public Service Motivation
found working in government because of the opportunities it offers to provide meaningful public service
perform better in and feel more satisfied with their public sector jobs
public sector has higher PSM than private sector employees
cannot be certain that it influences job decisions
job tenure is negatively associated with PSM
employees with high PSM may be less satisfied with, and more likely to leave, public sector jobs because they feel unable to make public service contributions at work
PSM may be a consequence, not a cause, of performance
self-efficacy tends to increase motivation, which increases high performance
Internal validity
reliance on survey data (cross-sectional studies)
unclear on what attracts, selects, and retains employees who have high PSM
unclear on what cultivates, increases, and encourages the expression of PSM among employees
Contextual realism
design and test PSM theory
employees actually will behave that is consistent with the organization defines with public service
Extrinsic
income, prestige and security
Intrinsic
challenge, responsibility and autonomy
People/service
chance to work with people and be useful to society
Quasi-experiments
Goal-setting
setting specific, difficult public service goals can increase PSM
the importance of setting goals that emphasize
helping, benefiting, giving, or contributing to others
Social psychological research
establishing the effectiveness of self-persuasion interventions
influenced and motivated by sources that they already find to be
likeable and credible: themselves
processes of idea reflection and
advocacy
Effective in increasing PSM
Placing employees in direct contact with program clientele in ways that highlight meaningful impact or appreciation of their work
establish a rapport