Research on public service motivation (PSM) has made great strides in terms of study output. Given the enormous scholarly attention on PSM, it is surprising that considerable conceptual ambiguities and overlaps with related concepts such as prosocial motivation, and altruism still remain. This study addresses this issue by systematically carving out the differences and similarities between these concepts. Taking this approach, this study clarifies the conceptual space of both PSM and the other concepts. Using data from semi-structured interviews with police officers, it is illustrated that PSM and prosocial motivation are different types of motivation leading to different types of prosocial behaviour.
Over the past decade, research on public service motivation (PSM) has made substantial progress in terms of explaining the desired work outcomes of the concept such as individual performance and satisfaction. In light of Perry and Wise's warning, already voiced in 1990, that high levels of PSM may produce negative outcomes, we find it all the more surprising that there is only a small albeit growing body of research on its potential "dark sides. " We address this void by proposing a theoretical framework explicating the mechanisms underlying the relationships between PSM and its potential dark sides at individual and organizational levels of analysis. We also offer a number of propositions referring to different parts of our conceptual framework that provide directions for future research and should lead to a more complete understanding of PSM.
A frequently cited recommendation of public service motivation (PSM) research is to use PSM in the context of HR marketing. However, empirical evidence demonstrating the usefulness of addressing PSM in the recruitment process is limited. Moreover, we know little about the relative importance of PSM for public employers' attractiveness. We address this gap using an experimental research design to investigate whether public service motivated individuals differ from extrinsically motivated individuals in terms of their attraction to organizations that emphasize either "traditional" public or private values in their employer branding. Our findings indicate that public service motivated individuals are attracted neither to public nor to private
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