Commentary: Public Service Motivation and Employee Engagement

Lavigna, Bob

doi:10.1111/puar.12429

Cited by 25 publications

(30 citation statements)

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“…These are preconditions of vigor (Schaufeli et al, 2002). The three personal resources mentioned are expected to directly influence work engagement (Christian, Garza, & Slaughter, 2011;Lavigna, 2015). This results in the following hypothesis:…”

Section: Hypothesismentioning

confidence: 99%

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Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

Borst

Kruyen

Lako

2017

Review of Public Personnel Administration

157

174

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Work engagement refers to an active energetic state of mind that is characterized by vigor, dedication, and absorption. Despite practitioner's attention for work engagement, few public administration scholars have studied public servants' work engagement empirically. The goal of this study is to extend the job demands-resources (JD-R) model of work engagement using insights from the public administration literature. The analysis of a large-scale survey (N = 9,465) shows that (a) work and personal resources, including public service motivation, are positively related to work engagement; (b) red tape moderates these relationships; and (c) work engagement mediates the relationship between JD-R and job outcomes. In conclusion, public organizations can potentially increase work engagement and inherently employee outcomes by increasing work-related resources (autonomy, cooperation with colleagues) and selecting personnel with a proactive personality and high levels of public service motivation.

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Section: Hypothesismentioning

confidence: 99%

“…PSM is seen as a "key psychological resource" (Bakker, 2015, p. 729) that is expected to drive high levels of engagement (Lavigna, 2015). However, the actual effect of PSM on work engagement is understudied.…”

Section: Hypothesismentioning

confidence: 99%

Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

Borst

Kruyen

Lako

2017

Review of Public Personnel Administration

157

174

View full text Add to dashboard Cite

show abstract

“…PSM is therefore a relatively stable, higher-level individual difference variable that is only subject to slow change (Bakker, 2015). It is seen as a "key psychological resource" (Bakker, 2015) that might drive high levels of engagement and inherently pride (Lavigna, 2015). H6: The personal resources occupational expertise, optimism about image, and PSM have a significant positive effect on the pride of public servants.…”

Section: Factors From the Jd-r Modelmentioning

confidence: 99%

“…Studies focusing on work engagement and inherently pride showed that commitment with the organization, job satisfaction, and public service motivation are job attitudes which work in tandem to produce organizational outcomes (Albrecht et al, 2015;Perry & Vandenabeele, 2015). Lavigna (2015) argues that public organizations should recruit and retain employees who have a high degree of PSM and then build on that gene to drive high levels of engagement and inherently pride. Bakker (2015) also concludes that PSM may strengthen work engagement because public servants with high levels of enduring PSM find their work important and meaningful.…”

Section: Theorymentioning

confidence: 99%

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

Borst

Lako

2017

International Journal of Public Administration

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A proud public servant is defined as someone who works honorably, conscientiously, and with dedication. Although professional pride has several positive effects on the performances of public servants, it is not instantly apparent which instruments help to stimulate pride. This study combines the Job Demands-Resources model and the High Performance Work Practices taxonomy to analyze the determinants of pride. The analysis of a large dataset of Dutch public servants shows that their professional pride can barely be influenced by High-Performance Work Practices but is in particular determined by the work environment and personal experiences related to the work.

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“…However, public-sector employees are likely to be less engaged in the organizations they work for compared to employees in the private sector (Agyemang and Ofei, 2013). It is possible that this trend may be closely related to the inherent characteristics of public sectors that can create barriers to engagement (Lavigna, 2015) such as the patterns of leadership and decision making (Pollitt and Bouckaert, 2011). The present research proposes and examines a conditional model to reveal the underlying mechanism by which inherent characteristics in the working environment of public sectors impact the work engagement of employees.…”

Section: Introductionmentioning

confidence: 99%

The Diminishing Effect of Transformational Leadership on the Relationship Between Task Characteristics, Perceived Meaningfulness, and Work Engagement

et al. 2020

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The topic of employee work engagement in the public sector has attracted broad attention because it is critical to the efficiency and effectiveness of public services. Based on the Job Characteristics Model (JCM) and the Integrative Theory of Employee Engagement (ITEE), the present research adopts a multilevel design to examine a moderated mediation model in which task characteristics (i.e., task autonomy and task significance as level-1 predictors) and social context (i.e., transformational leadership as a level-2 moderator) jointly impact employee work engagement via individual perception of meaningfulness in work. A total of 349 grassroots police officers from 35 police substations were invited to anonymously complete a survey via mobile app. After performing the cross-sectional analysis, the results indicated that in contrast to task significance, the conditional effect of task autonomy on work engagement via perceived meaningfulness was more positive at a lower level of transformational leadership. Implications, limitations, and future research directions are discussed.

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Commentary: Public Service Motivation and Employee Engagement

Cited by 25 publications

References 0 publications

Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

The Diminishing Effect of Transformational Leadership on the Relationship Between Task Characteristics, Perceived Meaningfulness, and Work Engagement

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