Public service motivation and government officials’ willingness to learn in public sector benchmarking process

The Effectiveness of Monetary and Promotion Rewards in the Public Sector and the Moderating Effect of PSM (PSM-Reward Fit or PSM Crowding Out): A Survey Experiment

“…M2 and M5 demonstrate that PSM is positively associated with the willingness to learn. This result indicates that (a) PSM can function as a significant motivational base for local government officials to learn from other governments (Ki, 2021) as initially posited and that (b) PSM should be simultaneously considered when evaluating the effects of extrinsic rewards.…”

“…Officials' learning from the successful experiences of peer government is a powerful tool for local governments to bring about potential innovation and excellence in operation (Ammons et al, 2001;Ammons & Roenigk, 2014). Despite such potential advantages, officials can be reluctant to take lessons from other governments due to the risks of wrong adoption and adaption, an organizational culture not welcoming potential change from the lessons available (Argyris, 1985(Argyris, , 1992) and a lack of return for each individual from even successful benchmarking (Ki, 2021). Under these circumstances, providing extrinsic rewards can be a practical solution that possibly encourages officials to embark more willingly on learning tasks or missions by increasing their extrinsic motivation, a phenomenon known as the price effect.…”

Fostering Public Sector Employees’ Innovative Behavior: The Roles of Servant Leadership, Public Service Motivation, and Learning Goal Orientation

“…High PSM employees are willing to put more effort into creating meaningful impacts on society (Breaugh et al, 2018; Perry & Hondeghem, 2008), and are not afraid of being ridiculed when working to enhance peoples’ lives (Perry, 1996). Although there is no direct evidence about the relationship between PSM and learning goal orientation, previous studies suggest that employees with high PSM desire to develop and advance their knowledge, by taking new classes or joining new professional organizations (Ki, 2020; Moynihan & Pandey, 2007). All things considered, we hypothesize:…”

“…Except for the study of Miao et al (2018), which identifies psychological empowerment as a mediator linking PSM and innovative behavior, to the best of our knowledge no prior study has explored the psychological mechanism of how PSM enhances innovative behavior. Few studies (Ki, 2020;Moynihan & Pandey, 2007) have looked into the relationship between PSM and learning, focusing on the mediating role of learning goal orientation for the link between PSM and innovative behavior. By offering learning goal orientation as a mediator in this relationship, our study offers an alternative and ground-breaking explanation of how PSM can enhance innovative behavior in the public sector.…”

Evolving Motivation in Public Service: AThree‐PhaseLongitudinal Examination of Public Service Motivation, Work Values, and Academic Studies Among Israeli Students

“…Although these studies and more recent ones (e.g., Ingrams 2020; Ki 2020) have contributed significantly to our understanding of the evolvement of PSM, especially with regard to work values and the fit between these values and those of public service employees, some pieces of the puzzle remain missing. For example, what happens to PSM over time, especially with regard to work values, and particularly among newcomers to public service with different educational backgrounds and training?…”