Public-Service Motivation: A Multivariate Test

Houston, David J.

doi:10.1093/oxfordjournals.jpart.a024288

Cited by 555 publications

(558 citation statements)

References 18 publications

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“…This is compatible with the conventional wisdom regarding public service motivations in contrast with private sector motivations (Houston 2000). There is a substantial Certainly, there are reasons why judicial review might be experienced as helpful to public officials.…”

Section: Judicial Review As Resourcesupporting

confidence: 56%

Judicial Review Litigation as an Incentive to Change in Local Authority Public Services in England and Wales

Platt

Sunkin

Calvo

2010

Journal of Public Administration Research and Theory

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in Non-Technical SummaryJudicial review is the principal means by which people can challenge the legality of action taken by public authorities. As such it is an important tool for providing redress and holding government to account, but does it help to improve services or does it interfere with local authorities and detract from what they should be doing?Many now believe that we are becoming too litigious and overly preoccupied with asserting our rights rather than accepting our responsibilities and that this is interfering with government's ability to act in the public interest. But in fact, our findings indicate that there is much less judicial review litigation against local authorities than is widely assumed and that much of it is concentrated on a small number of London Councils. We also found that, rather than detracting from the quality of local government, an increased level of challenge appears to lead to improvements in levels of performance and is therefore helpful to authorities, rather than a hindrance.In this paper, using both analysis of a specially constructed database of litigation against local authorities and the results of a series of interviews with local authority officials, we investigate: the relationship between judicial review litigation and the quality of local authorities as indicated by the government's performance measures; the incentives to implementing judicial review judgments and the obstacles to doing so; and the difference that judgments make to local authorities.There were two key findings from our quantitative analysis, which we were able to interpret using the interview data:1. All things being equal better performing authorities (as measured by government indicators) were less likely to be challenged than worse performing authorities. This indicates that there is a connection between official measures of quality and the public perceptions of quality. It also suggests that challenge is linked to quality of services and is not unnecessarily stimulated by lawyers.2. We also found evidence that authorities improve (at least in terms of the official measures) when the scale of challenge against them increases. We do not know why this is the case, but it indicates that authorities learn from challenges particularly when the pattern of litigation increases from levels that they have become accustomed to.Overall, for most local authorities legal challenge remains a somewhat rare event. But far from...

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Section: Judicial Review As Resourcesupporting

confidence: 56%

Judicial Review Litigation as an Incentive to Change in Local Authority Public Services in England and Wales

Platt

Sunkin

Calvo

2010

Journal of Public Administration Research and Theory

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“…Scholars argue that employee benefits including high wages, short working hours, and fringe benefits do not affect the attitudes and behavior of public servants due to their extrinsic nature (Buelens & Van den Broeck, 2007;Houston, 2000;Lyons, Duxbury, & Higgins, 2006). It is argued that public servants are especially motivated by the intrinsic rewards of work providing feelings of accomplishment (Houston, 2000).…”

Section: Introductionmentioning

confidence: 99%

“…It is argued that public servants are especially motivated by the intrinsic rewards of work providing feelings of accomplishment (Houston, 2000). However, these scholars also show that employee benefits including job security and work-life balancing benefits do have a large significant effect on the motivation of public servants (Buelens & Van den Broeck, 2007;Houston, 2000). Whether these employee benefits and other HRM practices influence professional pride have barely been tested in the private sector, let alone in the public sector (Albrecht et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

Borst

Lako

2017

International Journal of Public Administration

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A proud public servant is defined as someone who works honorably, conscientiously, and with dedication. Although professional pride has several positive effects on the performances of public servants, it is not instantly apparent which instruments help to stimulate pride. This study combines the Job Demands-Resources model and the High Performance Work Practices taxonomy to analyze the determinants of pride. The analysis of a large dataset of Dutch public servants shows that their professional pride can barely be influenced by High-Performance Work Practices but is in particular determined by the work environment and personal experiences related to the work.

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“…Mas que, para alguns autores, as dimensões motivacionais extrínsecas ao trabalhador, como altos salários, são menos importantes para servidores públicos em comparação aos profissionais do setor privado, sendo os agentes públicos motivados por fatores intrínsecos como: altruísmo, lealdade, senso de dever, de autonomia e responsabilidade (Bowman, 2010;Houston, 2000;Perry & Hondeghem, 2008;Weibel, Rost & Osterloh, 2010).…”

Section: Grupo 1 -Hospitais Sob Administração Direta Grupo 2 -Hospitaunclassified

Farmácia Hospitalar e o Modelo de Gestão Dos Hospitais Públicos: Uma Análise Comparativa entre Administração Pública Direta e Organização Social de Saúde

Silva¹,

Provin²,

Ferreira³

2018

RGSS

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RESUMOOs modelos de gestão público/privado, como as Organizações Sociais de Saúde, propostas pela Reforma Gerencial Brasileira da década de 1990, dividem opiniões entre pesquisadores, gestores, trabalhadores e usuários dos serviços de saúde. Com base nesse cenário, o presente estudo objetivou analisar comparativamente os Serviços de Farmácia Hospitalar (SFH), segundo o modelo de gestão de hospitais públicos. Trata-se de um estudo comparativo, transversal do tipo analítico-descritivo. Foram incluídos na pesquisa 4 hospitais localizados na região Centro-Oeste do Brasil, sendo dois de administração pública direta (G1APD) e dois administrados por Organizações Sociais de Saúde (G2OSS). Os quatro hospitais selecionados são responsáveis por 43,9 % do total de leitos da região adstrita. Os SFH do G1APD apresentaram resultados mais heterogêneos, e, nesse grupo, a estruturação só foi mais completa que no G2OSS em um dos doze componentes analisados. A diferença entre os grupos foi mais expressiva no tocante ao gerenciamento e aos quatro componentes da logística; de modo particular, no atendimento às boas práticas de armazenamento e dispensação. Pode-se inferir que, com relação à estrutura, a maior adequação às recomendações, bem como o melhor nível de formalização dos processos inerentes ao serviço, ocorre devido à presença de exigências legais que devem ser cumpridas para a manutenção dos Contratos de Gestão celebrados entre as OSS e o Poder Público. Constatou-se que o modelo de Gestão influencia o SFH e, provavelmente, outros subsistemas hospitalares.

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Public-Service Motivation: A Multivariate Test

Cited by 555 publications

References 18 publications

Judicial Review Litigation as an Incentive to Change in Local Authority Public Services in England and Wales

Judicial Review Litigation as an Incentive to Change in Local Authority Public Services in England and Wales

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

Farmácia Hospitalar e o Modelo de Gestão Dos Hospitais Públicos: Uma Análise Comparativa entre Administração Pública Direta e Organização Social de Saúde

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