The Stability and Change of PSM-Related Values Across Time: Testing Theoretical Expectations Against Panel Data

Vogel, Dominik; Kroll, Alexander

doi:10.1080/10967494.2015.1047544

Cited by 88 publications

(81 citation statements)

References 70 publications

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“…A recent study of German public servants directly engages the state–trait issue. Vogel and Kroll () used four waves of data from the German Socio‐Economic Panel Study, which covers a period of 16 years. Values associated with public service motivation were relatively stable over the 16 years.…”

Section: Public Service Motivation: State or Trait?mentioning

confidence: 99%

Public Service Motivation Research: Lessons for Practice

Christensen

Paarlberg

Perry

2017

Public Administration Review

170

139

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Public service motivation research has proliferated in parallel with concerns about how to improve the performance of public service personnel. However, scholarship does not always inform management and leadership. This article purposefully reviews public service motivation research since 2008 to determine the extent to which researchers have identified lessons for practice. The results of the investigation support several lessons-among them using public service motivation as a selection tool, facilitating public service motivation through cooperation in the workplace, conveying the significance of the job, and building leadership based on public service values. These results are important because they offer evidence that the field is coalescing around tactics that managers and leaders can use to address enduring concerns about employee motivation in the public sector. They also prompt us to articulate ideas that can guide a tighter integration of research and practice moving forward. Practitioner Points• Employee public service motivation (PSM) is changeable by both intended and unintended organizational and management practices. • Attracting and retaining employees with high PSM is a reliable way to enhance employee performance and agency mission accomplishment. • Organizations that intentionally nurture PSM develop stronger ties between organizational and employee values and goals. • Relationships between employees and service beneficiaries should be leveraged for motivational advantages. • Leaders should communicate and model public service values.

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Section: Public Service Motivation: State or Trait?mentioning

confidence: 99%

Public Service Motivation Research: Lessons for Practice

Christensen

Paarlberg

Perry

2017

Public Administration Review

170

139

View full text Add to dashboard Cite

show abstract

“…I refer to PSM-related values to call attention to the use of items that, I argue, resemble established measures of PSM but are not established PSM scales. I follow Park and Rainey (2008) and Vogel and Kroll (2016) in making this distinction between PSMrelated values and PSM.…”

mentioning

confidence: 99%

For Those Who Care: The Effect of Public Service Motivation on Sector Selection

Holt

2018

Public Administration Review

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Public service motivation (PSM) theory suggests that the alignment of values may explain sorting into public service work. Evidence suggests that people with high PSM cluster in government and nonprofit organizations. However, reliance on cross‐sectional data leaves open the question of whether observed patterns are the result of public and nonprofit organizations attracting and selecting high‐PSM people or cultivating PSM through socialization within the sector. Using longitudinal data, this article analyzes the relationship between motivational bases, such as PSM, and sorting into the public, for‐profit, and nonprofit sectors. The results indicate that PSM‐related values, measured before labor market entry, predict the sector a person will select for employment. Moreover, the effect on sector selection does not operate through some commonly cited alternative predictor of sector employment, such as college completion. Rather, PSM predicts sorting into college majors in a manner consistent with sector sorting in the labor market.

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“…Even though this is the position taken here, it may need to be reviewed if future evidence suggests to the contrary (for instance contrast Bellé (2014) with Vogel and Kroll (2016)). …”

Section: Psm Process Theorymentioning

confidence: 94%

Managers’ motives for investing in HR practices and their implications for public service motivation

Gould-Williams

2016

International Journal of Manpower

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Purpose – The purpose of this paper is to explain how approaches to human resource management may contribute to the development of public service motivation (PSM). Three different approaches to managing people are outlined, namely, the “high performance”, “high commitment” and “high involvement”. Relevant theories are then used to predict the outcomes and relevance of the different approaches when promoting PSM in public sector organisations. Design/methodology/approach – This is a theoretical paper. Findings – This paper provides the first theoretical explanations for the relationships between human resource (HR) practices and PSM in public sector organisations. Originality/value – This paper explains how the same HR practices may have different employee outcomes depending on managers’ motivations for implementing them.

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The Stability and Change of PSM-Related Values Across Time: Testing Theoretical Expectations Against Panel Data

Cited by 88 publications

References 70 publications

Public Service Motivation Research: Lessons for Practice

Public Service Motivation Research: Lessons for Practice

For Those Who Care: The Effect of Public Service Motivation on Sector Selection

Managers’ motives for investing in HR practices and their implications for public service motivation

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