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Despite growing evidence about prosocial motivations and their effects on employee behavior, how can new public service motivation research translate into more effective management practices—which, so far, regrettably remain underdeveloped? Increasingly, public service motivation studies have moved from understanding what motivates public servants to exploring how public service motives influence performance. Similarly, greater attention is now paid to the practices of transformational leadership. Drawing on concepts from transformational leadership, this essay explores how managers can harness the positive aspects of public service motivation to enhance employee and organizational performance and outlines strategies that can help managers incorporate public service motivation values across management systems.

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Public service motivation research has proliferated in parallel with concerns about how to improve the performance of public service personnel. However, scholarship does not always inform management and leadership. This article purposefully reviews public service motivation research since 2008 to determine the extent to which researchers have identified lessons for practice. The results of the investigation support several lessons-among them using public service motivation as a selection tool, facilitating public service motivation through cooperation in the workplace, conveying the significance of the job, and building leadership based on public service values. These results are important because they offer evidence that the field is coalescing around tactics that managers and leaders can use to address enduring concerns about employee motivation in the public sector. They also prompt us to articulate ideas that can guide a tighter integration of research and practice moving forward. Practitioner Points• Employee public service motivation (PSM) is changeable by both intended and unintended organizational and management practices. • Attracting and retaining employees with high PSM is a reliable way to enhance employee performance and agency mission accomplishment. • Organizations that intentionally nurture PSM develop stronger ties between organizational and employee values and goals. • Relationships between employees and service beneficiaries should be leveraged for motivational advantages. • Leaders should communicate and model public service values.

Americans have long formed nonprofits to voluntarily coproduce public services. However, demand perspectives on the development of the nonprofit sector and supply perspectives on the activation of civic engagement suggest potentially contradictory explanations of collective coproduction. Using the case of nonprofit support for public k-12 education, the authors explore the community- and school-level determinants of nonprofit coproduction of public education. Their findings suggest that nonprofit coproduction is influenced by unmet demand for public services and the supply of human and financial resources necessary to engage in collective action. Although the formation of a nonprofit to support a public school may be related to the demand generated by heterogeneous preferences of service beneficiaries and the human capital to self-organize, the ability to generate a significant level of financial resources to support coproduction is related to the resources of the service beneficiaries and their integration into the larger community.

Scholars have explored the idea of the determinants of the size of the nonprofit sector as a linear relationship between supply of resources and the demand for nonprofit services. This in turn has fueled debate about whether there are too many nonprofits for available resources. In this article, we propose that the scarcity (or abundance) of resources does not inherently determine the limits of a community's nonprofit "carrying capacity". Rather, network exchanges between nonprofits and other organizations may exhibit positive synergistic effects that are associated with diverse outcomes. We therefore propose a model of nonprofit carrying capacity that shifts the discussion to the ability of a community to support network exchanges among independent agents.

The authors examine major aspects of the connection between social capital and economic development in U.S. counties. They test the conclusions of Putnam, who saw associations as a force for positive development, and Olson, who concluded the opposite. The authors find that Putnam organizations have a negative effect on income, while Olson organizations have a positive effect by decreasing levels of income inequality. Drawing on the literature distinguishing between bridging versus bonding, the authors show that bridging capital has a positive effect on development by increasing per capita income, while bonding capital has a neutral effect on both per capita income and income inequality. Finally, religious variables are tested for their relationship with economic development. Overall, congregation density has a negative influence by increasing per capita income and income inequality, controlling for geographic type. Congregations with bridging characteristics have a mixed effect on development by decreasing income and decreasing inequality.

To consider the capacity of nonprofits and communities that respond to public policy initiatives, the authors use a comprehensive database of Indiana nonprofits to examine two indicators of nonprofit formalization: tax-exempt registration under Section 501(c) of the IRS code and formal incorporation with the Indiana Secretary of