Many in public administration hypothesize that public service motivation (PSM) has a direct positive impact on the attitudes and behaviors of public employees. However, there are inconsistencies in the PSM literature that challenge this hypothesis. This study sought to find out whether person-organization (P-O) fit can provide a reason for these inconsistencies. Specifically, this study explored whether the relationships among PSM, job satisfaction, and the turnover intentions of public employees were mediated by P-O fit. Using a sample of 205 employees drawn from three public organizations in the states of Oregon, Indiana, and Kentucky, this study found that PSM had no significant relationship to the job satisfaction and turnover intentions of public employees when P-O fit was considered. The implications of this study and areas of future research are discussed.

Public service motivation (PSM) is argued to be a meaningful predictor of the performance of employees in public organizations. Many scholars predict that as the level of PSM increases, the performance of public employees will also increase. Unfortunately, existing research has yet to fully support this hypothesis. Two published studies that tested this hypothesis have come to different conclusions. This study investigated whether Person—Organization Fit (P—O Fit) mediates the relationship between PSM and the self-reported performance of public employees, using structural equation modeling. Using a sample of 205 public employees randomly drawn from three public organizations, this study found that PSM had no significant direct impact on the performance of public employees, when P—O Fit was taken into account. The implications of this study and areas of future research are discussed.

More than a decade ago, Perry and Wise popularized the concept of public service motivation. Yet today, still little is known about public employees with high levels of public service motivation. This study sought to fill this gap in the literature by investigating the relationship that exists between public service motivation and the personal characteristics, management level, and monetary preferences of public employees. The findings reveal that public service motivation is significantly related to the gender, education level, management level, and monetary preferences of public employees. The implications of this study and areas of future research are discussed.

Public administration research has consistently demonstrated that public employees possess a higher desire for intrinsic nonmonetary opportunities than their private sector counterparts. Yet it is not entirely clear why. Researchers have largely assumed that public service motivation is the reason for these findings. However, no empirical research to date has directly tested this assumption while also taking into account alternate explanations. This study aims to fill that gap in the literature by empirically investigating the relationship that public service motivation has to the intrinsic nonmonetary preferences of public employees while controlling for several confounding explanations. This article closes with some summary findings, a discussion of contributions to the current literature on public service motivation, and the identification of a few issues that deserve further investigation. G aining a better understanding of the motivational tendencies of public employees is crucial. The United States faces new challenges that require public organizations to operate at the highest levels of productivity and effectiveness. Public employees must be motivated to meet these important goals.Accepted wisdom recognizes that work motivation is an energizing force that directs and sustains the efforts of employees in organizations. 1 One important task of public organization leaders is to find ways of releasing this energizing force within employees so that they achieve their critical missions. One strategy of releasing this energy is to provide employees with the kinds of opportunities they desire. 2 As employees are provided with opportunities that are desirable to them, the greater the likelihood is that they will be motivated toward accomplishing organizational goals.The public administration literature has contributed extensively to our understanding of the kinds of job opportunities that are desirable to public employees. This body of research has consistently demonstrated that public employees highly desire intrinsic nonmonetary opportunities. 3 Yet scholars have not undertaken any empirical work that directly explains why public employees desire these opportunities so highly. Scholars and practitioners have largely assumed that public service motivation (PSM) is the reason. Indeed, indirect support for this argument has been provided by studies that have shown that public employees with high levels of PSM

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