This article identifies and describes the development of three parallel streams of literature about network theory and research: social network analysis, policy change and political science networks, and public management networks. Noting that these traditions have sometimes been inattentive to each other's work, the authors illustrate the similarities and differences in the underlying theoretical assumptions, types of research questions addressed, and research methods typically employed by the three traditions. The authors draw especially on the social network analysis (sociological) tradition to provide theoretical and research insights for those who focus primarily on public management networks. The article concludes with recommendations for advancing current scholarship on public management networks.

This research draws upon a survey of nonprofit and state government managers to examine the role service motivation plays in both sectors. The research addresses three main research questions: 1) What are the main motivational dimensions and constructs of managers in the public and nonprofit sectors? 2) How are these different types of work motivations related to each other? and 3) What differences exist between these sectors in terms of level of intrinsic and extrinsic work motivation? Our findings suggest there are four different motivational constructs and in many ways public and nonprofit managers are similar in terms of the importance of intrinsic rather than extrinsic motivation. While the mean level of extrinsic motivation in the public sector is statistically higher than in the nonprofit sector, certain types of extrinsic motivation such as advancement motivation and WLB motivation are highly correlated with intrinsic motivation in both the public and nonprofit sectors. Finally, directions for future research and practical implications are also discussed.

Research in the for-profit and public sectors has long sought to understand the factors affecting employee motivation but little is known concerning motivation of the nonprofit workforce. It has been suggested that nonprofit employees are an integral part of the new public service and are in many ways motivated to serve similar to public employees. To test this notion, this research presents an adapted version of Perry’s Public Service Motivation (PSM) Scale to examine motivation of nonprofit sector employees and empirically measures the level of service motivation of the nonprofit employees surveyed. The findings suggest that the modified version of Perry’s PSM Scale provides a good empirical model of nonprofit service motivation (NPSM). This provides support for the idea that nonprofit employees are largely attracted to their jobs because of the intrinsic rewards involved. In addition, the level of NPSM was found to be affected by attraction to mission, race, depth of involvement in the nonprofit sector and state context.

This research examines the link between workplace spirituality and job involvement. The literature on job involvements suggests that meaningful work has the potential to increase both employee satisfaction and organizational outcomes. Workplace spirituality has the potential to increase job involvement of employees across different organizational types and professions by engaging individuals in meaningful ways. The integration of job involvement into research on spirituality also has the potential to provide clear empirical evidence to support the value of workplace spirituality for organizations. We also discuss concerns for individuals and organizations that integrate spirituality and directions for future research.

The new public service? Empirical research on job choice motivation in the nonprofit sector Jessica Word Sung Min Park Article information:To cite this document: Jessica Word Sung Min Park , (2015),"The new public service? Empirical research on job choice motivation in the nonprofit sector", Personnel Review, Vol. 44 Iss 1 pp. 91 -118 Permanent link to this document: http://dx. (2015),"Electronic monitoring and surveillance in the workplace: The effects on trust in management, and the moderating role of occupational type", If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the factors influencing the decision of managers to work in the nonprofit sector and how these choices are shaped by intrinsic and extrinsic motivations. Additionally, this research examines the impact of job choice motivation on social, community and professional outcomes and the unique characteristics of managers in the nonprofit sector. Design/methodology/approach -This research employed data from the National Administrative Studies Project (NASP-III) survey, which measured the mid-and upper-level managers working in nonprofit organizations in Illinois and Georgia. The survey measured the manager's perceptions of various organizational issues, including work motivation, mentoring and communication, career histories, hiring practices, and organizational cultures and structures. The data were then analyzed using a hierarchical regression model. Findings -The findings of this research support the idea that intrinsic motivation is an important aspect of job choice motivation for individuals in the nonprofit workforce. In addition, the findings suggest other characteristics, including policies that enhance work life balance (WLB), advancement, and job security, are important to understand the job choice motivations of nonprofit managers. This research also found not all types of nonprofit agencies attract similarly motivated individuals, or lead to equivalent community outcomes.Research limitations/implications -The organizations represented in the NASP III sample included more membership and professional associations than the overall nonprofit sector. This over representation partially limits the generalizabilit...