Perry & Wise’s (1990) Public Service Motivation (PSM) Theory provides a better understanding of people’s motivation to work for the government. This theory is based “an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations” that are related to “altruism and pro-social behaviour”. Having altruistic behaviour means to be self-sacrificing by considering other people’s needs while pro-social behaviour means to have the aspiration to do something for the greater good (Perry & Hondegham, 2008). PSM comprises of three types of motives which have significant implications on individual’s behaviour and responses, namely rational, norm-based, and affective. Perry & Wise’s (1990) view …show more content…
Besides that, Bright (2005) determined the individual characteristics, management level, and financial reward preferences of high PSM public sector employees which resulted in employees with high PSM are generally female, are managers, have higher education levels, and place less emphasis on financial rewards. This finding further reinforces Perry & Wise’s (1990) findings on employees with high PSM and their reward preferences. However, there are also contrasting views that public sector employees value extrinsic rewards as well because traditionally, people are attracted to work for the government because of the job stability, opportunities for career development and the pension system (Perry & Hondegham, 2008). Besides that, people also perceive that government jobs are more flexible and less stressful for those with families (Vandenabeele, 2008). Research studies have mainly focused on the PSM theory from the angle of public service as public
This is better explained by the public servant knowing why he is doing the job and who it is benefiting, socially, and how he is impacting and making a change for the better in their own mind, personal. In the first two “chapters” of Caught between the Dog and the Fireplug, or How to
. Motivations to volunteer: The role of altruism. International Review on Public and Non-profit Marketing2006;3(2):79-91
40). Public service motivation is a crucial component in public administration and nonprofits due to the nature and mission of these organizations. In the case study, the King County Library System did foster PSM through hiring the right people dedicated to their jobs, but they failed to promote it throughout the organization by providing further training and education and clarifying goals and empowering
an outline for behavior in public office “ of use to those who understand”. This
Theories of Motivation What is the motivation for this? According to the text, motivation is defined as a set of factors that activate, direct, and maintain behavior, usually toward a certain goal. Motivation is the energy that makes us do things; this is a result of our individual needs being satisfied so that we have inspiration to complete the mission. These needs vary from person to person as everybody has their individual needs to motivate themselves.
United Nations, (2006). Unlocking the human potential for public sector performance world; public sector report 2005. United Nations: Academic foundation
Bamberger, P. A. (1990). Antecedents and consequences of role stress: The processes leading to turnover intentions among public sector professionals. (Order No. 9018061, Cornell University). ProQuest Dissertations and Theses, 289-289 p. Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/303850297?accountid=14543. (303850297).
It is my intention in this essay to explore some issues around motivation and cite work based experiences to illustrate and substantiate any arguments or points of view.
Public Managers are uniquely positioned to positively affect policy process due to their tenure, job security, absence of political pressure and expanded role in the society. The
The study of public administration only continued to grow over the course of the next two decades. As the study of public administration expanded, so did the development of s...
Ohemeng, Frank, L.K. and Leone, Robert P. “Should Public Sector be RUN like a Business.” Approaching Public Administration. Edmond Montgomery Publications Limited, (2011), P. 1-362.
The public sector faces an increasing pressure to run government like a business; to be more cost efficient, as small as possible, competitive, entrepreneurial, and focused on customer satisfaction. When the focus shifts to incorporating business practices in public administration, the quality of the public service decreases and the interaction becomes less about a commitment to public service and more like the manufacture and marketing of a product.
Public sector reforms adopted in a number of countries such as USA, UK and New Zealand in the last fifteen years and characterised by efficiency units, performance management, contracting out, market type mechanisms, and agency status have come to be known as the New Public Management or NPM. Appearance of the NPM as shifting the paradigm from the old traditional model of administration has been promoted by a remarkable degree of consensus among the political leadership of various countries and is presented today as the major tool for public sector management reforms.
Since the 1980s vast change initiatives has been undertaken in the public sector of the developed countries. The inflexible, hierarchical and bureaucratic form of Public management which was common during the twentieth century is shifting to more flexible, market-oriented form of public management. This dramatic shift alters the role of government and the relationship between government and citizens. Traditional public administration has been questioned in practice, and the acceptance of new public management means the rise of a new model in public sector management (Hughes, 1998).
Public personnel administration consists of three general systems. The first one I’ll talk about is civil service. The civil service helps to protect employee rights and safeguard efficiency. Historically, personnel administration shifted from emphasizing the value of responsiveness to emphasizing political neutral competence among public employees. Before they would use the spoils system and the patronage system, which selected employees and awarded government contracts based on loyalty or party affiliation. In this present day, we are using more of the civil service system, which is a method of choosing employees based on certain formal qualifications such as competitive exams instead of political patronage. It all start...