Please enable JavaScript.
Coggle requires JavaScript to display documents.
People in Public Organizations - Coggle Diagram
People in Public Organizations
Motivation
Unique context of public organization
Complex, dynamic political process
External oversight bodies
Multiple, conflicting, and abstract values
External political climate
Absence of economic markets
Measuring work motivation
Job motivation scale (Patchen et al., 1965)
Self-evaluating of hard work
Amount of autonomous additional work
Work motivation scale (Wright, 2004)
Do one's best
Start early and finish late
Autonomous extra work
Intrinsic motivation scale (Lawler & Hall, 1970)
Motivating effects of the work itself
Reward expectancies (Rainey, 1983)
High quality of work - Higher pay
High quality of work - Promotion
Peer evaluation (Guion & Landy, 1972)
Team attitude
Task concentration
Independence / self-starter
Organizational identification
Theories
Content theories
Analyzing the particular needs affecting motivation
Maslow (1954)
McGregor (1960)
Herzberg (1968)
Process theories
Psychological processes behind motivation
Expectancy theory
Function of probability of outcome
PMRS
Operant conditioning theory
Behavior - Contingencies
Stimuli - Behavior - consequences
Reinforcement
Social learning theory
Goal - Self efficacy
Internal reinforcement
Learning from others and experiences
Goal-setting theory
Difficult, specific goals lead to higher performance
Practice and techniques
Bonus and award systems
Work enhancement
Job redesign, enlargement, and rotation
Improved evaluationn systems
Group-based appraisals
Peer evaluation
Quality of work life programs
Values, incentives, and attitudes
Type of incentives
Barnard (1938)
Personal, nonmaterialistic inducements
Desirable physical conditions of work
Material inducements
Associational attractiveness
Customary working conditions
Simon (1948)
Incentives for employee participation
Downs (1967)
Lawler (1971)
Extrinsic rewards
Given by others
Intrinsic rewards
Higher-order needs (self-esteem)
Public service motivation (PSM)
Perry & Wise (1990)
Norm-based motives (desire to serve the public interest)
Affective motives (patriotism of benevolence)
Instrumental motives (participation in policy formulation)
Perry (1996)
Attraction to public affairs
Commitment to the public interst
Compassion
Self-sacrifice
Recent research
International context
Results were different depending on political cultures
PSM has a universal character to a certain extent
Relationship between PSM and other factors
Brewer & Selden (1998)
High PSM - Whistle-blowing
Naff & Crum (1999)
High PSM - High performance ratings from supervisors
Alonso & Lewis (2001)
High PSM - Mixed results in performance ratings
Recent research
Relation between PSM and religious orientation, family background, leadership, sociodemographic and organizational factors
Work-related attitudes
Job satisfaction
Have not made clear agreement
Enjoyment, interest, and enthusiasm
Determinants: payment, opportunity, recognition
Role conflict and ambiguity
Job involvement
Intrinsic work motivation (professionalized people)
Organizational commitment
Calculative commitment
Normative commitment
Professionalism
Golden (2002)
Professionals & disagreement with many policies
Berman (1999)
Despite sectors, professionalism is important factor