Much of the work in public management indicates that public service motivation (PSM) generally leads to higher levels of organizational commitment. We argue that this relationship is more complex than generally assumed. First, drawing from selfdetermination theory, we propose that intrinsic motivation is conceptually distinct from PSM and that the two variables could interact. Second, drawing from the fit perspective, we further propose that ethical leadership is a contextual variable that will enhance the effect of PSM. A field study of public employees in Thailand provides support for this contingency perspective. We found that intrinsic motivation moderated the effect of PSM, such that the effect was positive only for individuals with high-intrinsic motivation but negative for those with low-intrinsic motivation. Furthermore, our analysis revealed a three-way interaction, which indicated that PSM was most positively related to organizational commitment when accompanied by high-intrinsic motivation and ethical leadership.

Status has a central role in workplace incivility research. Although status is associated with a variety of benefits at work, we draw upon the relational model of authority and the status maintenance argument to propose that individuals with high status are more strongly affected by the experience of supervisor incivility than those with lower status. We tested this hypothesis by examining the relationships between supervisor incivility and turnover intentions, organizational deviance, and task performance, and proposed that the exacerbating effect of status could be explained by the extent to which employees feel that they are valued, cared for, and supported by their organization and supervisor (i.e., perceived organizational and supervisory support [POS and PSS]). Based on the structural equation modelling (SEM) analyses of supervisor–subordinate dyad data collected from a large organization in Thailand, our findings confirmed that the adverse effects of supervisor incivility on follower outcomes were more pronounced among those with higher status. The results also showed that these effects were differentially mediated by POS and PSS. Whereas POS mediated the effect of supervisor incivility on turnover intentions and organizational deviance, it was found that PSS mediated the effect of supervisor incivility on task performance. Theoretical and practical implications are discussed. Practitioner points Managers should pay particular attention to the type of relationships they develop with their employees. Our work suggests that rude behaviours from authority figures can contribute to employee turnover intentions, deviant behaviours, and poor performance. Despite the benefits associated with having high status in the workplace, our findings suggest that high‐status employees are more strongly affected by the experience of supervisory incivility. To buffer these effects, organizations should create a work environment in which employees feel valued, cared for, and supported. Our findings indicate that the negative aspects of these perceptions are partly responsible for the effects of supervisor incivility.

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Local governments in several developing countries are plagued with corruption. This study draws attention to the role of organizational ethical climate in promoting whistleblowing intentions among local government employees and asks whether public service motivation (PSM) and perceptions of psychological safety mediate this relationship. Based on survey data of 365 employees in 40 local governments in Thailand, our multilevel analysis confirms that the relationships between ethical climate and internal and external whistleblowing intentions were indirect. In particular, psychological safety was found to play a mediating role at both the individual and organizational levels of analysis, whereas the mediating role of PSM was observed only at the individual level. The findings also revealed the presence of “collective PSM” at the organizational level, which in turn helped to facilitate external whistleblowing intentions. This research unveils the importance of individual- and organization-level factors in the whistleblowing decision-making process.