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Public Service MotivationPublic Service Motivation

IntroductionIntroduction

• Focus on ‘public service motivation’Focus on ‘public service motivation’

• General introduction to motivationGeneral introduction to motivation

• Concept ‘public service motivation’Concept ‘public service motivation’

• Applied ‘public service motivation’Applied ‘public service motivation’

• Current issuesCurrent issues

Motivation in the public sector Motivation in the public sector (1)(1)

• Important with regard to performance : Important with regard to performance :

– General truth in managementGeneral truth in management

– Especially in government, motivation is a critical success Especially in government, motivation is a critical success factor (‘Why elephants gallop…’)factor (‘Why elephants gallop…’)

– Demands from society towards government have grown; Demands from society towards government have grown; NPM and performance measurement (omnipresent) are NPM and performance measurement (omnipresent) are natural reactionsnatural reactions

Motivation is an important factor and one Motivation is an important factor and one cannot do withoutcannot do without

Motivation in the public sector Motivation in the public sector (2)(2)• Tight labour market enhances the importance of motivationTight labour market enhances the importance of motivation

– ‘‘Tightening’ is still growingTightening’ is still growing

– Ageing has two components : more older workers (‘retention’) Ageing has two components : more older workers (‘retention’) and less younger (‘branding’)and less younger (‘branding’)

– War for talentWar for talent

– Attraction-selection-attrition : based upon ‘fit’ and Attraction-selection-attrition : based upon ‘fit’ and consequently motivationconsequently motivation

• EthicsEthics

– Insufficient accountability systems, motivation is extra Insufficient accountability systems, motivation is extra guaranteeguarantee

– Market based governmental organizations run, by definition, a Market based governmental organizations run, by definition, a risk to ‘moral hazard’ and ‘ goal displacement’risk to ‘moral hazard’ and ‘ goal displacement’

Overview motivation (1)Overview motivation (1)

• Motivator-hygiene theory (Herzberg) : Motivator-hygiene theory (Herzberg) :

– Work motivationWork motivation

– Extrinsic : ‘not directly related to task performance, Extrinsic : ‘not directly related to task performance, rather to the its consequences’ (indirect – KITA : salary, rather to the its consequences’ (indirect – KITA : salary, labor conditions, status, …) labor conditions, status, …)

– Intrinsic : ‘directly related to task performance’ (direct : Intrinsic : ‘directly related to task performance’ (direct : achievement, task itself, autonomy, …)achievement, task itself, autonomy, …)

– Motivator vs. hygiene factorsMotivator vs. hygiene factors


• Goal-setting theory (Locke and Latham) : Goal-setting theory (Locke and Latham) :

– Work motivationWork motivation

– Goals are the crucial element : Goals are the crucial element :

• Goal contentGoal content

• Goal commitment Goal commitment

– Goal content : Goal content :

• Specific and challenging goals motivateSpecific and challenging goals motivate

– Goal commitment : Goal commitment :

• Important goals (valence) and self-efficacy motivateImportant goals (valence) and self-efficacy motivate


• Self-determination theory (Deci and Ryan) : Self-determination theory (Deci and Ryan) :

– General behavioral motivational theoryGeneral behavioral motivational theory

– Distinction between autonomous vs. controlled Distinction between autonomous vs. controlled motivationmotivation


– Self-determination is related to basic need satisfaction : Self-determination is related to basic need satisfaction :

• AutonomyAutonomy

• CompetenceCompetence

• RelatednessRelatedness

– Basic needs are universalBasic needs are universal

– Basic needs stem from ‘security’ or ‘reducing insecurity’Basic needs stem from ‘security’ or ‘reducing insecurity’

– Socialization mechanism for identities (link to society) Socialization mechanism for identities (link to society)

Motivation in the public sector Motivation in the public sector (1)(1)

• Different types of motivation : Different types of motivation :

– Motivation to join Motivation to join

– Motivation to stayMotivation to stay

– Motivation to performMotivation to perform

• ‘‘Public sector motivation’ and ‘public service Public sector motivation’ and ‘public service motivation’ : motivation’ :

– Public sector motivation : amalgamPublic sector motivation : amalgam

– Public service motivation : refers to delivering Public service motivation : refers to delivering meaningful public service meaningful public service

Definitions PSMDefinitions PSM

• Perry : Perry : ‘‘an individual’s predisposition to respond to motives grounded an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions’primarily or uniquely in public institutions’

• Brewer : Brewer : ‘‘motivational force that induces individuals to perform meaningful motivational force that induces individuals to perform meaningful public service’public service’

• Rainy & Steinbauer : Rainy & Steinbauer : ‘‘a general altruistic motivation to serve the interests of a community of a general altruistic motivation to serve the interests of a community of people, a state, a nation or humankind’people, a state, a nation or humankind’

• Vandenabeele : Vandenabeele : ‘‘the belief, values and attitudes that go beyond self-interest and the belief, values and attitudes that go beyond self-interest and organizational interest, that concern the interest of a larger political organizational interest, that concern the interest of a larger political entity and that motivate individuals to act accordingly whenever entity and that motivate individuals to act accordingly whenever appropriate’appropriate’

Dimensions of PSMDimensions of PSM

• Perry : four dimensions Perry : four dimensions

– Politics and policy-makingPolitics and policy-making

– Public interestPublic interest

– CompassionCompassion

– Self-sacrificeSelf-sacrifice

• Vandenabeele : extra dimensionVandenabeele : extra dimension

– Democratic governance (‘les lois Rolland’)Democratic governance (‘les lois Rolland’)

Cause and consequence (1)Cause and consequence (1)

• Demographics : Demographics :

– GenderGender

– AgeAge

– EducationEducation

• Institutional : Institutional :

– Various focus in various countriesVarious focus in various countries

– Various types of socializationVarious types of socialization

– OrganizationsOrganizations

– Transformational leadershipTransformational leadership

Institutional explanationInstitutional explanation

Cause and consequence (2)Cause and consequence (2)

• Consequence within the organization (government) : Consequence within the organization (government) :

– Employer attractivenessEmployer attractiveness

– Job retentionJob retention

– PerformancePerformance

– Job satisfactionJob satisfaction

– Organizational commitmentOrganizational commitment

– Incentive preferenceIncentive preference

• Consequences outside the public organization : Consequences outside the public organization :

– ‘‘Social capital’ and ‘volunteerism’Social capital’ and ‘volunteerism’

– ‘‘Organizational citizenship’ and ‘corporate social responsibility in Organizational citizenship’ and ‘corporate social responsibility in private organizationsprivate organizations

A theory of PSM (1)A theory of PSM (1)

• Institutions : Institutions :

– ‘ ‘ a formal or informal, structural, societal or political a formal or informal, structural, societal or political phenomenon that transcends the individual level, that is phenomenon that transcends the individual level, that is based on more or less common values, has a certain based on more or less common values, has a certain degree of stability and influences behavior‘ degree of stability and influences behavior‘

– Logic of appropriateness vs. logic of consequenceLogic of appropriateness vs. logic of consequence

– Identities as building blocks of the selfIdentities as building blocks of the self

• Institutional theory has some difficultiesInstitutional theory has some difficulties

A theory of PSM (2)A theory of PSM (2)

• Supplement through self-determination theory : Supplement through self-determination theory :

– Continuum of internalization identitiesContinuum of internalization identities

– Basic psychological needs satisfaction : Basic psychological needs satisfaction :

• AutonomyAutonomy

• CompetenceCompetence

• RelatednessRelatedness

• Supplement through Person-Environment Fit Supplement through Person-Environment Fit Theory :Theory :

– Various types Various types

Applied PSM (1)Applied PSM (1)

• Not a ‘one-size-fits-all’ solutionNot a ‘one-size-fits-all’ solution

• No integrated example, only fragments No integrated example, only fragments

• On a theoretical basis five levels can be discerned On a theoretical basis five levels can be discerned (Paarlberg et al) : (Paarlberg et al) : – HR-processes HR-processes

– Job Job

– Work environment Work environment

– Organizational missionOrganizational mission

– SocietySociety


• Integrating PSM in HR processes : Integrating PSM in HR processes :

– PSM as a selection criterionPSM as a selection criterion

– Formal and informal opportunities to socialize Formal and informal opportunities to socialize newcomers into ‘public values’newcomers into ‘public values’

– Develop performance appraisals and monitoring Develop performance appraisals and monitoring systems that include PSMsystems that include PSM


• Creating meaning at the job level : Creating meaning at the job level :

– Promote the social and societal significance of the jobPromote the social and societal significance of the job

– Set clear goals and translate the broad organizational Set clear goals and translate the broad organizational mission into meaningful work expectationsmission into meaningful work expectations


• Create a supportive work environment : Create a supportive work environment :

– Develop self-regulating work structures (basic need Develop self-regulating work structures (basic need satisfaction vs. control systems)satisfaction vs. control systems)

– Develop cooperative interpersonal relationships (co-Develop cooperative interpersonal relationships (co-worker and supervisor), based upon public service worker and supervisor), based upon public service valuesvalues

– Create incentive that result in a fit between personal Create incentive that result in a fit between personal and organizational valuesand organizational values


• Integrate public service into mission and Integrate public service into mission and strategy : strategy :

– Make vision and mission tangible, basing it upon Make vision and mission tangible, basing it upon employees ‘zone of existence’employees ‘zone of existence’

– Promote values-based/transformational leadership Promote values-based/transformational leadership (avoid transactional leadership)(avoid transactional leadership)


• Outside the organization – societal level : Outside the organization – societal level :

– Foster organizational support for PSM as a part of the Foster organizational support for PSM as a part of the professional and educational curriculumprofessional and educational curriculum

– Provide opportunities for pre-service experienceProvide opportunities for pre-service experience

– Discuss the role of public service across societyDiscuss the role of public service across society

Important issues (1)Important issues (1)

• Motivation crowding-out : Motivation crowding-out :

– Process in which motivation replaced one anotherProcess in which motivation replaced one another

– Controlled motivation replaces autonomous motivationControlled motivation replaces autonomous motivation

– A reality in a public sector in reformA reality in a public sector in reform

– Problem : Problem :

• Autonomous is betterAutonomous is better

• Autonomous is necessary, both in a classic bureaucracy Autonomous is necessary, both in a classic bureaucracy and in a market-based public sectorand in a market-based public sector

Important issues (2)Important issues (2)

• PSM outside the public sector : PSM outside the public sector :

– Non-profit : Non-profit :

• Logical complementLogical complement

• Sometimes more applicable because of NPM reformsSometimes more applicable because of NPM reforms

– Private sector : Private sector :

• Corporate social responsibilityCorporate social responsibility

• Organizational citizenship behaviorOrganizational citizenship behavior

Technology

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