Do Future Bureaucrats Punish More? The Effect of PSM and Studying Public Administration on Contributions and Punishment in a Public Goods Game

Prokop, Christine; Tepe, Markus

doi:10.1080/10967494.2018.1557768

Cited by 8 publications

(4 citation statements)

References 54 publications

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“…However, when relying on certain moral concerns to construct their motivations and preferences regarding public service, individuals may inevitably bring their “biases” or worldviews into public administration 6 . Prokop and Tepe (2020) find evidence in a lab experiment that individuals who are attracted to public service tend to enforce a Fairness norm through unnecessarily excessive sanctions. By understanding the cognitive bias that moral foundations entail, such as punitive behavior, blind loyalty, and rule-bending, future studies could contribute to a recent thread of research on the “dark side” of PSM ( Schott and Ritz, 2017 ), and provide practical implications as to how to manage moralized behaviors.…”

Section: Discussionmentioning

confidence: 96%

“…For instance, PSM has been associated with a variety of prosocial behaviors, such as volunteering and donating time or blood (Houston, 2006;Coursey et al, 2008;Clerkin et al, 2009;Lee, 2012;Piatak and Holt, 2020). The relationship between PSM and observed prosocial behavior is also found in laboratory and field experiments: People with higher PSM are more altruistic, egalitarian, cooperative, and trustworthy, and are more likely to undertake altruistic punishment to uphold social justice (Esteve et al, 2015(Esteve et al, , 2016Tepe, 2016;Tepe and Vanhuysse, 2017;Prokop and Tepe, 2020).…”

Section: Moralities and Psmmentioning

confidence: 93%

“…For instance, Clark et al (2017) find that people who endorse the individualizing foundations over the binding ones can display a higher level of cooperative behavior in prisoner's dilemma and trust games. Therefore, Fairness-driven PSM is more likely to stimulate reciprocal cooperation and altruistic punishment (Esteve et al, 2015;Prokop and Tepe, 2020).…”

Section: Individualizing Foundations and Psmmentioning

confidence: 99%

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A Moral Theory of Public Service Motivation

2020

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Morality constructs the relationship between the self and others, providing a sense of appropriateness that facilitates and coordinates social behaviors. We start from Moral Foundation Theory (MFT), and argue that multiple moral domains can shape the meaning of public service and engender Public Service Motivation (PSM). From the lens of cognitive science, we develop a causal map for PSM by understanding the social cognition process underlying PSM, focusing on five innate moralities as the potential antecedents of PSM: Care, Fairness, Authority, Loyalty, and Sanctity. Extending moral domains beyond compassion and justice can provide a disaggregated view of PSM, which may help to identify institutional and cultural variation in the meaning of PSM. We discuss the theoretical implications of synthesizing MFT and PSM literatures, and provide directions for future research that could improve our understanding of PSM.

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Section: Discussionmentioning

confidence: 96%

Section: Moralities and Psmmentioning

confidence: 93%

Section: Individualizing Foundations and Psmmentioning

confidence: 99%

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A Moral Theory of Public Service Motivation

2020

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“…This latter aspect of PSM embraces the willingness to sanction the disloyal and those that do not adhere to societal rules. For example, Prokop and Tepe (2020) test the effect of PSM on subjects’ behaviour in a repeated public goods game with a costly option to punish free riders. They find that PSM has a twofold effect, as compassion is associated with higher contributions and attraction to policymaking is associated with punishing free riders.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Administrative delegation revisited: Experimental evidence on the behavioural consequences of public service motivation and risk aversion

Tepe

Shikano

Jankowski

et al. 2022

International Review of Administrative Sciences

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Getting a grip on issues of administrative delegation is key to the performance of public organizations. The oversight game models delegation as a conflict of interest between an inspector and an inspectee to act in the interests of the former. This study tests alternative solutions to overcome ‘shirking’ in the oversight game. Specifically, we test the effect of external incentives, as implied by the game-theoretical solution, against the role of intrinsic factors, namely, public service motivation and job-related risk aversion. Evidence from a laboratory ( N = 208) and survey experiment ( N = 794) show that both the game-theoretical approach, which inspired new public management, and public service motivation, as its antithesis, fail to explain subjects’ behaviour. Instead, job-related risk aversion makes oversight more and ‘shirking’ less likely. This finding hints towards a more differentiated view of public employees’ risk attitudes to improve administrative delegation. Points for practitioners The promise of new public management that oversight issues in administrative delegation disappear with setting appropriate extrinsic incentives is too simplistic. Public service motivation, on the other hand, which started as an antithesis of the self-interested bureaucrat, also fails to solve the issue of ‘shirking’ in administrative delegation. Instead, job-related risk aversion appears to improve administrative delegation, which presents a remarkable counterpoint to the popular opinion in public management that risk aversion is problematic for public organizations’ performance. Rather than avoid selecting risk-averse public employees generally, more attention might be paid to the domains of administrative decision-making in which such traits can be beneficial.

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Experimental Public Service Motivation Research: A Systematic Review and Future Directions

Mensah

Amegavi

2022

International Journal of Public Administration

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Do Future Bureaucrats Punish More? The Effect of PSM and Studying Public Administration on Contributions and Punishment in a Public Goods Game

Cited by 8 publications

References 54 publications

A Moral Theory of Public Service Motivation

A Moral Theory of Public Service Motivation

Administrative delegation revisited: Experimental evidence on the behavioural consequences of public service motivation and risk aversion

Experimental Public Service Motivation Research: A Systematic Review and Future Directions

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