David Coursey is a visiting scholar at Arizona State University's Decision Theater (www.decisiontheater.org). He specializes in public management, information technology, and research methods. Most of his recent work is in public service motivation, measurement models and theory, and e-government.

This study examines the relationship between public service motivation and antecedents believed to be important determinants of moral commitment. Research conducted during the past decade indicates that public service motivation is a valid construct that is useful for predicting outcomes that are important to public organizations and to society. The sample for the empirical study consists of winners of the Daily Point of Light Award and the President’s Community Volunteer Award. Antecedents studied are volunteer experience, religious activity, and parental socialization. Quantitative and qualitative analyses are used to identify key determinants of public sector motivation. Religious activity is positively related to formal and informal volunteering. Interviews strongly support the quantitative findings, especially the importance of religion, but also highlight the role of life‐changing events.

This research note reports a confirmatory factor analysis for three of Perry's (1996) public service motivation (PSM) subdimensions: self-sacrifice, commitment to public interest, and compassion. A mail survey of national award-winning volunteers constitutes the sample. Results indicate strong support for Perry's instrument, most noticeably better results for self-sacrifice than those found in Perry's original exploratory work. Implications and recommendations for PSM instrument development are discussed.

No abstract

This article examines how public service motivation (PSM) relates to public managers’ attitudes toward citizen participation. Perry and Vandenabeele suggest that PSM effects are moderated and/or mediated by self‐regulation and by the salience of an activity to self‐identity. Using data from Phase IV of the National Administrative Studies Project, latent model results suggest a direct, positive relationship between PSM and citizen participation evaluation. The relationship is not mediated by value congruence but rather is moderated by the perceived importance of the organization’s citizen participation efforts. The moderating effect has three interpretations: (1) PSM has a stronger relationship to evaluation as citizen participation becomes more important in the agency; (2) at low and medium PSM levels, the greater the importance of citizen participation, the lower its evaluation; or (3) at high PSM levels, the greater the importance of citizen participation, the higher its evaluation. This suggests that PSM is more germane for activities such as citizen participation, invoking relevant values as perceived organizational commitment increases.