Organizational Commitment, Public Service Motivation, and Performance Within the Public Sector

Camilleri, Emanuel; Heijden, B.I.J.M. van der

doi:10.2753/pmr1530-9576310205

Cited by 93 publications

(63 citation statements)

References 69 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Among the related constructs that have been included in public service motivation studies are job satisfaction (Bright, 2008;Taylor & Westover, 2011), organisational commitment (Camilleri, 2006;Camilleri & van der Heijden, 2007;Castaing, 2006) and organisational citizenship behaviour (Christensen & Whiting, 2009;Kim, 2006;Pandey, Wright, & Moynihan, 2008).…”

mentioning

confidence: 99%

The motivational bases of public service: foundations for a third wave of research

Perry

2014

Asia Pacific Journal of Public Administration

View full text Add to dashboard Cite

Research on public service motivation has garnered significant attention from scholars, especially in the last two decades. This article divides the evolution of the research into three waves: definition and measurement; assessing and confirming construct validity and diffusion of the construct; and learning from past research and filling shortcomings and gaps. Significant contributions and benchmarks of the first two waves are identified. Four foundational activities are discussed that are present and will be important for advancing public service motivation research during the third wave. Some aspects of the research in the Asia Pacific region are highlighted.

show abstract

mentioning

confidence: 99%

The motivational bases of public service: foundations for a third wave of research

Perry

2014

Asia Pacific Journal of Public Administration

View full text Add to dashboard Cite

show abstract

“…Second, if substantiated, PSM may play a role not only as the product of organizational stimuli (e.g. Camilleri and Van Der Heijden ), but also as an attribute that can shape how employees perceive organization stimuli and perform within organizational settings (Brewer and Selden ). This, in turn, can deepen our understanding of the relationship between employees' identity, behaviour, and their institutional context (Vandenabeele ).…”

Section: Perception Of Job Impact and Public Service Motivationmentioning

confidence: 99%

Looking at a Job's Social Impact Through Psm‐tinted Lenses: Probing the Motivation–perception Relationship

Stritch

Christensen

2013

Public Administration

View full text Add to dashboard Cite

We explore here the relationship between employees' public service motives and the way they perceive the social impact of their work. Our purpose is twofold. First, while past researchers have examined part of this relationship, largely from the opposite causal direction, we seek to supplement the field's current understanding of the organizational consequences of public service motivation (PSM), especially its potential impact on an employee's perceived social impact. Together with a cross‐sectional study, we assess several theoretical frameworks that support the possibility of an additional causal link between PSM and perceived social impact. Second, we seek to begin identifying moderators that potentially condition PSM's relationship with employee perceptions of social impact. Using a sample of municipal employees from a large city in the United States, we focus on organization identity. We find that PSM strongly predicts employees' perceptions of the social impact of their jobs, and that PSM's influence is conditioned by an employee's organization identity.

show abstract

“…Udover direkte ukonstruktive reaktioner, er en anden risiko ved ansatte, der føler, at de bliver snydt for tillaeg, mere indirekte konsekvenser i form af apati og utilfredshed, som derved kan mindske performance (Camilleri & van der Heijden 2007).…”

Section: Fairness Reciprocitet Og Performanceunclassified

Performanceforringende effekter af performancerelateret aflønning i den offentlige sektor?

Bregn¹

2010

TfA

View full text Add to dashboard Cite

Som led i New Public Management er der sket en individualisering af lønningerne i den offentlige sektor. Løntillaeg relateret til performance er blevet indført i mange lande, og også i Danmark, hvor kvalifi kationstillaeg ofte er relateret til vurderinger af den enkeltes praestationer. Mens man har vaeret optaget af de positive virkninger, der kan vaere forbundet med at give den enkelte tilskyndelse til at øge sin performance, har man kun i mindre grad vaeret optaget af de mulige negative virkninger. Der er imidlertid forskning, som indikerer, at der kan vaere performanceforringende effekter af at anvende performance-relateret afl ønning. Artiklen redegør for sådan forskning og diskuterer betydningen for anvendelse af performance-relateret løn i den offentlige sektor. Isaer synes oplevede uretfaerdigheder i afl ønningen at vaere en undervurderet kilde til performanceforringende effekter af performance-relateret afl ønning. REFERENCER

show abstract

Organizational Commitment, Public Service Motivation, and Performance Within the Public Sector

Cited by 93 publications

References 69 publications

The motivational bases of public service: foundations for a third wave of research

The motivational bases of public service: foundations for a third wave of research

Looking at a Job's Social Impact Through Psm‐tinted Lenses: Probing the Motivation–perception Relationship

Performanceforringende effekter af performancerelateret aflønning i den offentlige sektor?

Contact Info

Product

Resources

About