What Does It Mean and Imply to be Public Service Motivated?

Abstract

In public service motivation (PSM) literature, PSM is assumed to have a positive effect on performance. Even though frequently mentioned, this assumption has proved difficult to verify empirically. In this article, we argue that individual interpretations of what it means to serve the public interest need to be considered to get a grip on the concept of PSM and its behavioral consequences. As interpretations of "the public interest" vary depending on the roles people occupy in society, so too does the meaning of PSM. A theoretical argument is developed that helps to clarify the meaning of PSM and its relationship with performance by introducing insights derived from identity theory. This is illustrated empirically by a study of veterinarian inspectors. The theoretical, empirical, and practical relevance of this new approach to PSM is pointed out.

Can Public Leadership Increase Public Service Motivation and Job Performance?

“…Our research extends previous work by Tummers and Knies () by providing the first study of the relationship among the four public leadership approaches and both PSM and job performance. We extend the nomological network of PSM and job performance by identifying public leadership as an antecedent of both constructs, providing new insights into the complex PSM‐performance relationship (Schott, van Kleef, and Steen ). Based on a study conducted with methodological rigor (i.e., drawing on two source and multi‐time data), we have been able to establish the distinctiveness, predictive validity, multilevel properties, and discriminant validity of the four public leadership approaches in a novel context, the Chinese public sector.…”

“…As individuals are able to do what they perceive as meaningful work and live out their values and convictions on a daily basis, this, in turn, should be positively related to an increase in job performance. Numerous studies have examined the connection between PSM and performance (Schott, van Kleef, and Steen ; Warren and Chen ), with the overwhelming majority of studies finding a positive relationship (e.g., Andersen, Heinesen, and Pedersen ; Bellé ; Schwarz et al ).…”

Public service motivation and performance: The role of organizational identification

“…Conceptually, it was argued that this relationship occurred because highly public service motivated employees exert more effort because they embrace public work with high task significance (Perry et al, 2010). In carrying out meaningful work, individuals are able to live their values and convictions, which should positively influence their individual performance (Schott, Van Kleef, & Steen, 2015).…”

“…However, Alonso and Lewis (2001) found a nonsignificant relationship between PSM and job performance. Schott et al (2015) analysed the relationship between PSM and job performance through an identity perspective and argued that the inconsistent results regarding PSM and job performance in prior studies may be partially explained by role-based differences in individual interpretations of what serving the public interest implies.…”

Testing an International Measure of Public Service Motivation: Is There Really a Bright or Dark Side?

“…Coursey et al 2008;Kim 2008;Wright et al 2013), there are still concerns over its conceptualisation (e.g. Schott et al 2015). In response, Kim et al (2013) developed a 16-item PSM instrument.…”