Public Employees With High Levels of Public Service Motivation

Bright, Leonard

doi:10.1177/0734371x04272360

Cited by 160 publications

(85 citation statements)

References 32 publications

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“…Research indicates that public sector employees have a different motivation profile in terms of values, inclination to public service activities and volunteering (Bright (2005), Rotolo and Wilson (2006)). Researchers in the area of public administration have explored the idea that public service motivation is central to the effective delivery of public goods and services (Perry and Wise 1990).…”

Section: Public Service Motivationmentioning

confidence: 99%

Strengthening State Capabilities: The Role of Financial Incentives in the Call to Public Service*

Bó¹,

Finan²,

Rossi³

2013

The Quarterly Journal of Economics

361

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We study a recent recruitment drive for public sector positions in Mexico. Different salaries were announced randomly across recruitment sites, and job offers were subsequently randomized. Screening relied on exams designed to measure applicants' intellectual ability, personality, and motivation. This allows the first experimental estimates of (i) the role of financial incentives in attracting a larger and more qualified pool of applicants, (ii) the elasticity of the labor supply facing the employer, and (iii) the role of job attributes (distance, attractiveness of the municipal environment) in helping fill vacancies, as well as the role of wages in helping fill positions in less attractive municipalities. A theoretical model guides each stage of the empirical inquiry. We find that higher wages attract more able applicants as measured by their IQ, personality, and proclivity towards public sector work -i.e., we find no evidence of adverse selection effects on motivation; higher wage offers also increased acceptance rates, implying a labor supply elasticity of around 2 and some degree of monopsony power. Distance and worse municipal characteristics strongly decrease acceptance rates but higher wages help bridge the recruitment gap in worse municipalities.

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Section: Public Service Motivationmentioning

confidence: 99%

Strengthening State Capabilities: The Role of Financial Incentives in the Call to Public Service*

Bó¹,

Finan²,

Rossi³

2013

The Quarterly Journal of Economics

361

View full text Add to dashboard Cite

show abstract

“…Bright (2005), kamu hizmeti motivasyonunu çeşitli değişkenler bakımından sınadığı çalışmada, kadınlarda, yöneticilerde ve eğitim düzeyi yüksek olanlarda kamu hizmeti motivasyonunun daha yüksek olduğunu ortaya koymuştur. Öztürk ve Dündar (2003), kamu çalışanlarını motive eden faktörleri konu edindikleri çalışmada üç Bakanlığın (Adalet Bakanlığı, Sağlık Bakanlığı ve Milli Eğitim Bakanlığı) merkez örgütünde görev yapan farklı pozisyondaki yönetici ve çalışanların görüşlerini araştırmıştır.…”

Section: Kamu Hizmeti Motivasyonuunclassified

Kamu Hizmeti Motivasyonu Ölçeğinin Geliştirilmesi

Aydın

Demirkasımoğlu

Demir

et al. 2017

Ankara Üniversitesi Eğitim Bilimleri Fakültesi Dergisi

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ABSTRACT:The aim of this paper is to improve a reliable and valid scale to determine the public service motivations of teachers and school administrators in public schools. It is expected that the scale will also support to the researchers who aim to measure public service motivation in different disciplines of Turkish public administration. After a literature survey considering the scales related to public service motivation and the theoretical framework concentrating on the difference of public service from the others, an item pool consisting of 33 items were composed by the researchers. Participants of pilot study were composed of 90 school administrators (37.0 %) and 156 teachers (63.0 %). In order to determine the construct validity of the scale, exploratory factor analysis based on the principal component analysis was performed and then CFA was applied to confirm the factor structure. "The Scale of Public Service Motivation of Teachers and School Administrators" had a three-factor structure incuding 19 items. The scale confirmed by CFA has been called as "public sensitivity", responsibility to society" and "commitment to "public welfare". Statistical analyses have proved that the scale has validity and reliability.

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“…We have not tested whether specific interventions (for example, variations in leadership, autonomy, or tasks) can increase prosocial attitudes, and a number of crosssectional studies have suggested that we find higher levels of PSM when employees have been led transformationally, when they hold leadership positions or have experienced HR management tools, such as job enrichment or professional development Bright 2005;Giauque, Anderfuhren-Biget, and Varone 2013). Another panel study reported that PSM increases when people get older, and it decreases with every year that an employee works for the same public organization (Vogel 2012).…”

Section: Limitationsmentioning

confidence: 99%