In this article, including a state of the art on Public Service Motivation (PSM) and its relationships to Affective Organizational Commitment (AOC), the interface of PSM with Organizational Behavior constructs is analyzed. Data has been collected in the context of French local authorities at two points in time within one year (N1=1152, N2=81). AOC and Intention to Quit Employer (IQE) at T2 are related to several antecedent variables at T1 (Intrinsic Motivation, Perceived Superior Support, Latent Conflicts and Exhaustion) but not to PSM. The hypothesis of a causal relation between PSM and positive effects is not validated. The data does not support the idea that PSM influences commitment to, or turnover in, the organization. The influence of Age and civil service grade levels (Class) in IQE is confirmed. The analysis indicates that Exhaustion and Perceived Superior Support are strongly related to IQE, which should encourage scholars and HRM professionals to enable superiors to provide support to their employees. Keywords: public service motivation, organizational commitment, intention to quit, perceived superior support Public Service Motivation and its relationships to Organizational Behavior Perry and Wise's first definition for PSM (1990) positions the concept in a wider sense as an attitude vis-à-vis society and others and not vis-à-vis work and the organization. Each of Perry's four dimensions of PSM (Attraction to public policy making; Commitment to public interest/civic duty; Compassion; Self-sacrifice) fall under at least one of the three categories of motive according to Knoke and Wright-Isak (1982): rational, normative and affective. The "motives" indicate the need an individual is seeking to satisfy: rational motives produce actions founded on maximizing individual usefulness, normative needs result in efforts to conform to valued norms such as altruism or loyalty and affective needs can arouse emotional responses triggered by the social context.As mentioned above, the first definition for PSM (Perry and Wise, 1990) as "the individual predisposition to respond to motives brought to bear primarily, if not uniquely, by institutions and public organizations" positions the concept in a wider sense as an attitude vis-à-vis society and others and not vis-à-vis work and the organization. In an attempt to unify the various work undertaken in this field, Hondeghem and Vandenabeele (2005, p. 466) proposed a definition of PSM as the "conviction, values and attitudes that go beyond personal interests, or that of the organization, to take into account a greater political entity and that, in public interaction, results in motivation to have a particular behavior".
