Infusing public service motivation (PSM) throughout the employment relationship: a review of PSM and the human resource management process

Piatak, Jaclyn; Sowa, Jessica E.; Jacobson, Willow S.; Johnson, Jasmine McGinnis

doi:10.1080/10967494.2020.1805381

Cited by 39 publications

(35 citation statements)

References 142 publications

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“…Failure to monitor this can lead to employee stress, burnout, disengagement, and a desire to quit. Within the Caribbean context, future areas of research can include the role of PSM in other aspects of the HRM process such as employees' workload and job resources, job design and redesign, performance management culture, pay satisfaction, advancement opportunities, and flexible work schedules (Piatak et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

“…Significant interest in public service motivation (PSM) research has garnered academics’ and practitioners’ attention over the last quarter century (Battaglio & Gelec, 2017; Breaugh et al, 2018; Caillier, 2007; Chen & Hsieh, 2015; Leisink & Steijn, 2009; Liu et al, 2015; Mann, 2006; Paarlberg et al, 2008; Perry, 2000; Perry et al, 2010; Perry & Vandenabelle, 2015; Piatak et al, 2020; Taylor & Westover, 2011; Vandenabeele, 2008). The proliferation of empirical works in PSM can be accredited to the classic work by Perry and Wise (1990) who coined this term, using three core dimensions of normative, rational, and affective motives.…”

Section: Introductionmentioning

confidence: 99%

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Does the Public Service Motivation Model Hold in the Caribbean?

Roach

Sabharwal

Abraham

et al. 2021

Review of Public Personnel Administration

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Researchers in public administration for the past few decades are interested in exploring how public service motivation (PSM) influences turnover intentions. This study puts the theory of PSM to test in a different cultural context and explores the relationship between PSM and leadership on turnover intentions via person-organization fit (P-O fit) in public sector employees from Trinidad and Tobago and Barbados. Results of structural equation modeling indicate a significant negative relationship between senior leadership and turnover intentions, but a positive and significant relationship between PSM and turnover intentions. The positive effects of PSM on turnover are different from the Western models of motivation in the public sector. Results also show a partial mediation of PSM and turnover intentions via P-O fit. This research highlights the need for studying leadership, motivation, and turnover by utilizing a cultural and value lens to examine and understand employee behaviors in public organizations outside of North America.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Does the Public Service Motivation Model Hold in the Caribbean?

Roach

Sabharwal

Abraham

et al. 2021

Review of Public Personnel Administration

View full text Add to dashboard Cite

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“…For the public sector, this values and ethics system is a legacy of the principles and values of the Weberian bureaucracy that slowly emerged in the 19th century as the dominant governance model of the modern state and continued to grow in the 20th century (Farnham & Horton, 1996). The HRM system in the public sector co‐evolved with this values and ethics system and, in turn, contributed to the reproduction of distinctive features as illustrated, for instance, by the role of PSM in recruitment and selection practices (Piatak et al., 2020), and the reservations about pay for performance because of its crowding‐out effect on PSM (Weibel et al., 2010).…”

Section: An Institutional Perspective On Change and Continuitymentioning

confidence: 99%

The distinctiveness of public sector HRM: A four‐wave trend analysis

Knies

Borst

Leisink

et al. 2022

Human Res Mgmt Journal

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Given the rhetoric that human resource management (HRM) models adopted by public and private organisations are becoming more similar, this study questions whether the traditional distinction between public and private sector HRM is still relevant. Building from institutional theory, we study continuity and change using four-wave data from eight European countries. We find that the traditional public sector investment in employee well-being continues to be distinctive only for HRM practices aimed at equal opportunities. Private sector organisations, on the other hand, make greater use of performance-oriented HRM practices including compensation and benefits, performance appraisal data, and modern development and career management practices. Cross-sector convergence is explained through coercive and mimetic isomorphic change, while persistent differences indicate that time-honoured public sector values are less susceptible to change. This study provides a muchneeded update of the public-private comparison and a trend analysis of developments over time.

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“…The concept was introduced in early comparison studies of the public and private sectors (e.g. Baldwin 1990; Rainey 1982), which indicate higher levels of PSM among public servants than those in the private sector (Jacobson et al, 2020).…”

Section: Public Service Motivationmentioning

confidence: 99%

“…The core of public service motivation wrestles with whether people who work in the public sector are driven by public service-oriented motives, and therefore, what this means for public sector organisations and policy (Jacobson et al, 2020). Public service motivation has many implications for organisations and human resource practice.…”

Section: Public Service Motivationmentioning

confidence: 99%

Employee Performance Management in the New Zealand Public Sector

Hill¹

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Employee performance management is widely recognised as a complex system involving formal and informal practices. When done well, performance management benefits employees, organisations and wider stakeholders. For example, performance management in the public sector would theoretically benefit the public, as it may improve the proficiency of public servants. However, modern performance management faces challenges, and the complexities of the public sector environment can cause difficulty. This thesis explores employee performance management in the New Zealand Public Sector. Adopting an interpretive qualitative research method, this research aims to provide insights into common formal and informal performance management practices. It also aims to provide practical insights into the barriers that may exist to improving employee performance management. Data was collected via interviews with managers in public sector organisations. This research suggests effective performance management requires a balance of formal and informal practices. In practice, performance management is often set up as only formal organisational process focussed on system, policy and process, and the informal social systems underpinning it are neglected. To work well, modern performance management is a psycho-social process that bounces off formal, prescribed organisation systems and requires skilled managers. Contextual elements of the public sector overlay performance management systems and must be considered when implementing performance management.

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Infusing public service motivation (PSM) throughout the employment relationship: a review of PSM and the human resource management process

Cited by 39 publications

References 142 publications

Does the Public Service Motivation Model Hold in the Caribbean?

Does the Public Service Motivation Model Hold in the Caribbean?

The distinctiveness of public sector HRM: A four‐wave trend analysis

Employee Performance Management in the New Zealand Public Sector

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