Love or Bread? Public Service Motivation and Fringe Benefits in the Retention of Police Forces in Beijing City

Hu, Wei; Huang, Irving Yi-Feng; Yang, Weiwen

doi:10.1177/0734371x211008976

Cited by 9 publications

(5 citation statements)

References 54 publications

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“…Although most studies suggest that the effects of PSM are positive, its downside has been noted in research ( Jensen et al, 2019 ). Empirical studies have demonstrated that PSM is not always positively associated with preferences for public sector employment ( Hinna et al, 2021 ); public servants who exhibit higher levels of PSM may have higher turnover intentions when encountering work-family conflict ( Hu et al, 2021 ). Consistent with Moynihan and Pandey (2007) conclusion that perceptions of red tape reduce PSM, we also found that red tape is negatively related to PSM.…”

Section: Discussionmentioning

confidence: 99%

Red Tape and Community Workers’ Proactive Behavior During COVID-19: Applying the Job Demands–Resources Model

Zhang

Liu

2022

Front. Psychol.

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Since the outbreak of COVID-19, community workers’ proactive behavior has played a noteworthy role in the crisis response. Previous research has not highlighted this group and their proactive behavior. To address this important gap, drawing upon the job demands–resources (JD–R) model, this study explores how red tape affects proactive behavior and investigates the mediating role of lack of goal progress (LOGP) and the moderating role of public service motivation (PSM) in this relationship. Based on a two-wave survey with a sample of 656 community workers in China, we found a negative relationship between red tape and proactive behavior. Moreover, this study showed that LOGP mediated this relationship. Contrary to our hypothesis, PSM did not moderate the relationship between LOGP and proactive behavior. These findings have important theoretical and practical implications and can better inform community work during COVID-19.

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Section: Discussionmentioning

confidence: 99%

Red Tape and Community Workers’ Proactive Behavior During COVID-19: Applying the Job Demands–Resources Model

Zhang

Liu

2022

Front. Psychol.

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“…This latter finding aligns with literature from public administration which identifies first responders as groups with particularly high PSM, which is the desire to pursue activities and careers which promote societal well-being (Scheller & Reglen, 2020; van Loon et al, 2015). Recent research among law enforcement officers links high levels of PSM with reduced turnover rates (Bao & Zhong, 2019; Campbell et al, 2014) and increased job satisfaction (Hu et al, 2021; Prysmakova & Vandenabeele, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

First Responders and the COVID-19 Pandemic: How Organizational Strategies Can Promote Workforce Retention

Remington

Witkowski

Ganapati

et al. 2023

The American Review of Public Administration

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Workforce retention is a current challenge for public administration, and there are continued questions about the impact of the COVID-19 pandemic on the public safety workforce and their willingness to serve. Past studies have shown there are limits to what first responders will endure during complex and uncertain emergencies, leading them to potentially leave their position. Using a nationwide survey ( n = 3,582), in-depth interviews ( n = 91), and a visual methodology called PhotoVoice, this study examines the factors impacting threats to workforce retention (i.e., role abandonment and turnover intentions) among first responders and the ways public organizations can mitigate this negative impact. The results show personal or family risk may contribute to first responders’ decisions to quit, while an understanding of public risk may promote retention. We identify several organizational strategies (e.g., emotional safety, sufficient protective equipment, standard operating procedures) that may reduce retention threats.

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“…An additional implication is that when employees feel satisfied and have high job security, they will not seek another position; thus, their intention to exit the company will be lower. Hu et al (2022) discovered that fringe benefits, including paid annual leave, paid sick leave, maternity leave, insurance plans and retirement accounts, played a vital role in reducing turnover intention. The study's final practical implication is that employees are less likely to leave their jobs for reasons other than retirement when they are satisfied with leadership support (Brewer et al, 2022).…”

Section: Practical Implicationsmentioning

confidence: 99%

Investigating turnover intention in a financial organisation in Gauteng

Tshwane,

Maleka,

Tladi

2023

SA j. hum. resour. manag.

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Orientation: Losing employees prompts organisational competitiveness, which leads to increased financial organisation costs related to talent acquisition.Research purpose: This study aimed to determine the relationship between authentic leadership and turnover intention and establish whether job satisfaction mediated the relationship between authentic leadership and turnover intention. Additionally, this study endeavoured to establish if the relation between authentic leadership, job satisfaction, and turnover intention is higher among post-Grade 12 employees than those with Grade 12 and lower qualifications.Motivation for the study: There is limited research in the Gauteng financial sector concerning how job satisfaction is mediated and how education has diminished the relationship between authentic leadership and alleviating turnover intention.Research approach/design and method: This study was influenced by the positivism paradigm and was quantitative, using an online survey to collect the data. The final sample consisted of 85 respondents.Main findings: It was also established that authentic leadership did not significantly relate to turnover intention, while job satisfaction was a mediator between authentic leadership and turnover intention.Practical/managerial implications: The significance of the study is that when employees are satisfied with leadership support, they provide honest and truthful feedback. This is especially true when employees work in an inclusive and harmonious work environment; thus, their turnover intention diminishes. This is very positive for finance organisations, which will incur talent acquisition costs as intention does not result in resignation.Contribution/added value: This study developed a framework on how authentic leadership and job satisfaction indicators can diminish turnover intention.

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Love or Bread? Public Service Motivation and Fringe Benefits in the Retention of Police Forces in Beijing City

Cited by 9 publications

References 54 publications

Red Tape and Community Workers’ Proactive Behavior During COVID-19: Applying the Job Demands–Resources Model

Red Tape and Community Workers’ Proactive Behavior During COVID-19: Applying the Job Demands–Resources Model

First Responders and the COVID-19 Pandemic: How Organizational Strategies Can Promote Workforce Retention

Investigating turnover intention in a financial organisation in Gauteng

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