All motivated by public service? The links between hierarchical position and public service motivation

Abstract

International audienceResearch into public service motivation is currently witnessing exponential growth. However, the universal application of the concept to all categories of public employees raises questions. Indeed, the origins of the concept, which can be traced back to political science studies in the United States, may suggest that the concept applies mainly to senior management but much less to operatives of various types, whose motivations seem more instrumental . Research into the antecedents of PSM has thus shown that high hierarchical levels were associated with employee profiles with a high level of PSM (Bright, 2005; Camilleri, 2007). Some authors go as far as to consider that the concept does not apply at all to operative jobs (Gabris and Simo, 1995). The purpose of this article is therefore to analyse the differences between the public service motivation of operatives and that of other categories of employees. To do so, we draw on two empirical studies, one quantitative (n = 2 868), conducted among the public employees of cities in 12 countries, and the other qualitative, conducted among public employees working in the technical service of a French town. Our results show that the level of PSM is not lower among operatives but that, on the other hand, it is different in its nature and dimensions. Notes to practitioners The issue of the PSM of operative public employees takes on a managerial dimension. Indeed, it has potential policy implications for human resource management policies to be implemented and on the segmentation of the public employees in the light of these policies. Our results thus argue for the mainstreaming of the public service dimension in the management of executives and would suggest that it is in the interest of public organisations to encourage the public service motivation of their employees by designing tasks in such a way that public employees can better appreciate the result of their work among customers and users

Has the Study of Public Service Motivation Addressed the Issues That Motivated the Study?

“…Table A2 categorizes the same articles based on the measure of PSM used in each study. The columns are as follows: Alonso and Lewis (2001) x Andersen (2009) x Andersen and Pedersen (2012) x Andersen and Serritzlew (2012) x Bellé (2013) x x x x Brewer and Selden (1998) x Brewer, Selden, and Facer (2000) x Bright (2005) x Bright (2007) x Caillier (2013) x Caillier (2014) x Christensen and Wright (2011) x x x Coursey, Yang, and Pandey (2012) x Desmarais and Gamassou (2014) x Giauque, Ritz, Varone, and AnderfuhrenBiget (2012) x x…”

“…Other methods are identified. (2012) 3D 13i Andersen and Serritzlew (2012) 1D 4i Bellé (2013) x Brewer and Selden (1998) 1D 3i Brewer, Selden, and Facer (2000) 6D 40i Q-methodology Bright (2005) x Bright (2007) x Caillier (2013) x Caillier (2014) Christensen and Wright (2011) x Coursey, Yang, and Pandey (2012) x Desmarais and Gamassou (2014) x Giauque, Ritz, Varone, and AnderfuhrenBiget (2012) 4D 11i Houston (2011) 1D 2i Johnson (2012) 2D 7i Kim (2012) 4D 20i Kim et al (2013) x Kjeldsen (2012) 3D Semistructured Interview Kjeldsen (2014) 3D 11i Survey and interview Liu and Tang (2011) 3D 12i Liu, Tang, and Zhu (2008) x Liu, Tang, and Yang (2013) 3D 12i Liu, Yang, and Yu (2014) 4D 18i Moynihan and Pandey (2007) 2D 7i Pandey, Wright, and Moynihan (2008) x Park and Rainey (2008) 1D 6i Perry (1996) x Perry (1997) x Petrovsky and Ritz (2013) 4D 10i Ritz (2009) x 2D 5i Steijn (2008) 1D 1i Taylor (2008) 1D 2i Taylor (2010) 1D 5i van Loon, Leisink, and Vandenabeele (2013) 4D 15i Vandenabeele (2008b) 3D 13i Vandenabeele (2009) 5D 18i Vandenabeele and Van de Walle (2008) 3D 5i Ward (2014) 3D 13i Wright, Moynihan, and Pandey (2012) x Wright and Pandey (2008) x Wright and P...…”

“…However, PSM may not have a direct effect on behavior; instead, it may be channeled and modified by institutional context and individual identity (Perry & Vandenabeele, 2008). For example, positive relationships from PSM to behavior have been found to be mediated or modified by person–organization fit (Bright, 2007; Kim, 2012; Steijn, 2008; Wright & Pandey, 2008); mission or mission valence (Caillier, 2014; Pandey, Wright, & Moynihan, 2008; Wright & Pandey, 2011); organization logic (van Loon, Leisink, & Vandenabeele, 2013); professionalism (Andersen & Pedersen, 2012); occupation (Kjeldsen, 2014); hierarchical position (Desmarais & Gamassou, 2014); gender, age, and managerial position (Bright, 2005); transformational leadership (Caillier, 2013; Park & Rainey, 2008); work stress (Liu, Yang, & Yu, 2014); or by various combinations of factors (Christensen & Wright, 2011; Liu, Tang, & Yang, 2013; Wright, Moynihan, & Pandey, 2012).…”

Motivating Public Sector Employees: Evidence from Greece

“…Examining motivational attributes in the public sector as well as possible differences among the generation groups, this study will search also for variances among hierarchical position and gender. In terms of hierarchical position, a small proportion of research has been performed, indicating a positive relationship with Public Service Motivation (PSM) (Desmarais & Gamassou, 2014). Indeed, Desmarais and Gamassou (2014) concluded that there are disparities in motivation in relation to hierarchical level, placing emphasis on the division of personnel management policies in public institutions.…”

“…In terms of hierarchical position, a small proportion of research has been performed, indicating a positive relationship with Public Service Motivation (PSM) (Desmarais & Gamassou, 2014). Indeed, Desmarais and Gamassou (2014) concluded that there are disparities in motivation in relation to hierarchical level, placing emphasis on the division of personnel management policies in public institutions. Moreover, Camilieri's study (2007) found that the more an employee raises in the institution's hierarchy, the more the PSM is reinforced.…”