Investigating the Structure and Meaning of Public Service Motivation across Populations: Developing an International Instrument and Addressing Issues of Measurement Invariance

Kim, Sangmook; Vandenabeele, Wouter; Wright, Bradley E.; Andersen, Lotte Bøgh; Cerase, Francesco Paolo; Christensen, Robert K.; Desmarais, Céline; Koumenta, Maria; Leisink, Peter; Liu, Bangcheng; Palidauskaitė, Jolanta; Pedersen, Lene Holm; Perry, James L.; Ritz, Adrian; Taylor, Jeannette; Vivo, Paola De

doi:10.1093/jopart/mus027

Cited by 461 publications

(551 citation statements)

References 58 publications

(105 reference statements)

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“…However, this measurement tool has revealed its limits, both in its ability to allow cumulative research at international level and in its psychometric properties (Kim et al, 2013). In its initial conceptualization, PSM thus finds its origin in the observations of the senior civil service conducted in the United States.…”

Section: Introductionmentioning

confidence: 99%

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

Desmarais

Gamassou

2014

International Review of Administrative Sciences

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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

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Section: Introductionmentioning

confidence: 99%

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

Desmarais

Gamassou

2014

International Review of Administrative Sciences

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“…Similar arguments have been proposed concerning the differences in motivation and the self-selection process into the public and private sectors (for example, Kim et al, 2013;Moynihan & Pandey, 2007;Perry & Hondeghem, 2008;Perry & Porter, 1982;Steen & Rutgers, 2011;Vandenabeele, 2007). However, any differences between the public and voluntary sectors have, so far, been explored rather less.…”

Section: Job Satisfaction Premiummentioning

confidence: 78%

“…So, whilst there is a general advantage of working in the voluntary sector for outcomes among men, for women such advantages are restricted to comparisons with the private sector. The public service motivation concept, discussed above (Kim et al 2013), that may help to select women into the public sector appears at least as strong as any voluntary sector ethos -though not for men, for whom the voluntary sector seemed to offer the greatest levels of fulfilment and satisfaction compared with both public and service sectors…”

Section: Discussionmentioning

confidence: 99%

Is There a Subjective Well-Being Premium in Voluntary Sector Employment?

Kamerāde

McKay

2014

Voluntas

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Previous studies have found that employment in the voluntary sector offers a so-called 'job satisfaction premium': despite lower salaries, voluntary sector employees are more satisfied with their jobs than workers in other sectors. This paper examines whether voluntary sector employees also experience a subjective well-being premium. Using data from the UK Annual Population Survey 2012/2013, we find that voluntary sector employees do have higher levels of subjective well-being but this subjective well-being premium is not evenly distributed between men and women. Men score higher on happiness and life satisfaction.However, women in the voluntary sector have lower levels of life satisfaction compared with their counterparts in the public sector. We discuss the implications of our findings for policy and practice in the voluntary sector in the UK.

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“…Attraction to public-policy making (Perry 1996b) or attraction to public service (Kim et al 2013), one of four dimensions of public service motivation, captures an individual's disposition toward the governance regime. 5 The attraction-to-public-policy-making subscale began as an effort to create an institutional dimension (Perry 1996b; Perry and Wise 1990) that tapped an individual's commitment to the governance system in which he or she operated.…”

Section: Regime Legitimacy Researchmentioning

confidence: 99%

“…Perry (1996b) includes four public service motivation subscales: (1) attraction to public policy making; (2) commitment to the public interest/civic duty; (3) compassion; and (4) self-sacrifice. Kim et al (2013) also consists of four subscales, two that carry the same names as the 1996 subscales: (1) attraction to public service; (2) commitment to public values; (3) compassion; and (4) self-sacrifice.…”

Section: Acknowledgmentsmentioning

confidence: 99%