A view into managers’ subjective experiences of public service motivation and work engagement: a qualitative study

2020 ◽  
Vol 22 (7) ◽  
pp. 1090-1118
Author(s):  
Hedva Vinarski Peretz
Keyword(s):  
Qualitative Study ◽  
Work Engagement ◽  
Public Service ◽  
Public Service Motivation ◽  
Subjective Experiences

scholarly journals Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

2017 ◽  
Vol 39 (3) ◽  
pp. 372-397 ◽  
Author(s):  
Rick T. Borst ◽  
Peter M. Kruyen ◽  
Christiaan J. Lako
Keyword(s):  
Public Administration ◽  
Work Engagement ◽  
Public Service ◽  
Large Scale ◽  
Job Demands ◽  
Public Service Motivation ◽  
Public Servants ◽  
Work Related ◽  
State Of Mind ◽  
Red Tape

Work engagement refers to an active energetic state of mind that is characterized by vigor, dedication, and absorption. Despite practitioner’s attention for work engagement, few public administration scholars have studied public servants’ work engagement empirically. The goal of this study is to extend the job demands–resources (JD-R) model of work engagement using insights from the public administration literature. The analysis of a large-scale survey ( N = 9,465) shows that (a) work and personal resources, including public service motivation, are positively related to work engagement; (b) red tape moderates these relationships; and (c) work engagement mediates the relationship between JD-R and job outcomes. In conclusion, public organizations can potentially increase work engagement and inherently employee outcomes by increasing work-related resources (autonomy, cooperation with colleagues) and selecting personnel with a proactive personality and high levels of public service motivation.

scholarly journals Leadership and motivation: a qualitative study of transformational leadership and public service motivation

2016 ◽  
Vol 84 (4) ◽  
pp. 675-691 ◽  
Author(s):  
Lotte Bøgh Andersen ◽  
Bente Bjørnholt ◽  
Louise Ladegaard Bro ◽  
Christina Holm-Petersen
Keyword(s):  
Transformational Leadership ◽  
Qualitative Study ◽  
Public Service ◽  
Public Service Motivation ◽  
Transformational Leaders ◽  
Organizational Vision ◽  
Childcare Centers ◽  
Long Run ◽  
Good For ◽  
Depth Interviews

Transformational leaders work to clarify a vision, share it with their employees and sustain it in the long run, and this is expected to result in increased employee public service motivation (PSM), that is, orientation towards doing good for others and society. Based on 48 in-depth interviews with 16 childcare leaders and 32 of their employees combined with 16 days of observation in these childcare centers, this article investigates the association between transformational leadership and PSM. When the leaders clarify, share and maintain an organizational vision, their employees are more motivated to do good for society and others, and this motivation tends to be less paternalistic and slightly more society-oriented. This implies that it is relevant to ask not only whether transformational leadership increases PSM, but also how it affects the type of PSM. Points for practitioners Transformational leadership happens when leaders strive to develop a vision for the organization, share the vision with the employees and sustain the employees’ attention to the vision. Transformational leadership seems to increase PSM and make employees less paternalistic and more focused on contributing to society.

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