Public Service Motivation, Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students

Christensen, Robert K.; Whiting, Steven W.; Im, Tobin; Rho, Eunju; Stritch, Justin M.; Park, Jung Ho

doi:10.1080/10967494.2013.796257

Cited by 55 publications

(62 citation statements)

References 98 publications

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“…A small number of promising experimental studies have already been published (Bellé, 2013(Bellé, , 2014Christensen et al, 2013;Moynihan, 2013) and additional experimental studies are in development or under peer review.…”

Section: Foundations For the Third Wavementioning

confidence: 98%

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

Perry

2014

Asia Pacific Journal of Public Administration

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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.

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Section: Foundations For the Third Wavementioning

confidence: 98%

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

Perry

2014

Asia Pacific Journal of Public Administration

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“…Consistent with Christensen et al (2013), we consider two types of OCBs: discretionary behaviours of benefit to the organisation (OCBO) and employees (OCBI) (see also Williams and Anderson 1991). OCBOs capture aspects of identification, commitment and loyalty to the organisation (such as defending the organisation when others criticize it, and showing pride when representing the organisation in public).…”

Section: Transformational Leadership and Ocbsmentioning

confidence: 99%

“…Although OCBs are one of the most widely studied topics in the fields of organisational behaviour and general management, relatively few studies have considered these behaviours in public administration (Kim 2006;Christensen et al 2013;Taylor 2013). …”

Section: Transformational Leadership and Ocbsmentioning

confidence: 99%

The Impact of Transformational Leadership on Organizational Citizenship Behaviours: The Contingent Role of Public Service Motivation

Bottomley

Mostafa

Gould-Williams

et al. 2015

British J of Management

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This paper examines whether the relationship between transformational leadership and organisational citizenship behaviours (OCBs) is contingent on public service motivation (PSM). We propose that PSM may reduce the motivational influences of transformational leaders' behaviours on followers' OCBs in public sector organisations. Using a sample of Mexican employees we tested this proposition with structural equation modelling. Our results show that the motivational effects of transformational leadership were less for public sector followers higher in PSM, than those lower in PSM. A follow-up study in private sector organisations did not reveal a similar interaction effect. These findings appear consistent with previous research demonstrating that PSM is more aligned to the goals and values of public rather than private sector organisations. Nevertheless, the direct effects of PSM on OCBs remained in the private sector.

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“…We therefore also assess the public service motivation of supervisors and investigate whether this plays a role. As Christensen et al (2013) observed, supervisors with high PSM may be more compassionate and therefore provide higher ratings. However, it could equally be that supervisors with high PSM may, like employees, put in more effort and work harder and thus are in charge of work units that perform above average.…”

Section: 3mentioning

confidence: 66%

“…Wright and Grant (2010) argue that supervisors in public organizations may 'have a predilection toward employees with high PSM' (p.695) because such employees express compassion and volunteer for extra work tasks. Christensen et al (2013) showed empirically that appraisal scores given by supervisors were influenced by the supervisor's own PSM. Our study addresses the potential bias in supervisor ratings in two ways.…”

Section: 3mentioning

confidence: 99%

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

2017

Bestuurskunde

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Cover designEsther Ris, www.proefschriftomslag.nl Internal designMadelief Brandsma grafisch ontwerp, Arnhem English editingGiles Stacey, Englishworks PrefaceBeing a public service motivation (PSM) scholar is great. People seem to always think about your research topic -the motivational drive to contribute to society unselfishly, even being willing to sacrifice yourself for society -and have an opinion about it. For instance, whenever colleagues needed help they would immediately assume (and express) that I would help them because I am very public service motivated (just as someone studying consumerism in sports is a sports consumer and someone focusing on transparency is fully transparent… the force of logic is strong in science). Getting coffee is something I would of course sacrifice myself for -would it not contribute to society because coffee was essential for others to finish their PhD? Actually, on this last point I have to agree as the coffee trips to IJs& Zopie were crucial in finishing this book. Moreover, at parties when I would tell about my dissertation (yes, I go to very exciting parties!) and state that I study the motivation of public servants, the reaction was usually: "Then you must be finished quickly" followed by a rant on lazy and unresponsive public servants… Luckily, I found that these public servants were motivated enough that it remained interesting for me to study for four years (full-time!).A common question asked to any PhD is why? Why spend four years on one topic? And why this topic? As a student I wrote every paper on the European Union. I wrote my high school final project on the potential success and failure of the expansion of the European Union and my bachelor thesis on the (lack of) Europeanisation in Dutch municipalities. Then why switch to public service motivation? I guess the main reason is that I have always felt a fascination for those people in our society that try to make it a better place to live, sacrificing their time and energy often above what is asked of them, and even putting their lives on the line. I have heard them being described as self-interested, lazy bureaucrats but that was not my impression and I therefore wanted to know more about their drive to work for society. I have not been disappointed in that regard, as I have had the fortune to meet many inspiring public employees that do their work with incredible passion. What wondered me was the general proposition in the literature that highly public service motivated employees will perform better in their job than those with lower levels of PSM. Did it not matter what situation you are in? What would happen if a public servant that really wants to contribute to society does not feel able to do so through his or her work? We have all encountered situations in which we were motivated but were thwarted in reaching our goals.When finishing a PhD for instance, you encounter difficulties such as organizations that do not respond, time constraints and losing sight of the goal. The title of my research process co...

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Public Service Motivation, Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students

Cited by 55 publications

References 98 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

The Impact of Transformational Leadership on Organizational Citizenship Behaviours: The Contingent Role of Public Service Motivation

The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach

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