Agency autonomy, public service motivation, and organizational performance

2021 ◽  
pp. 1-27
Author(s):  
Jinhai Yu
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Public Service Motivation

Does psychological empowerment condition the impact of public service motivation on perceived organizational performance? Evidence from the US federal government

2021 ◽  
pp. 002085232110089
Author(s):  
Jae Young Lim ◽  
Kuk-Kyoung Moon ◽  
Robert K. Christensen
Keyword(s):  
Organizational Performance ◽  
Federal Government ◽  
Public Service ◽  
Psychological Empowerment ◽  
Public Service Motivation ◽  
Psychological State ◽  
Work Related ◽  
The Us ◽  
Us Federal Government ◽  
The Impact

Although the relationships between public service motivation and work-related outcomes are contingent on an employee’s psychological state, little empirical evidence exists on whether psychological empowerment conditions the relationship between public service motivation and perceived organizational performance in public organizations. This study addresses this gap by examining data from the 2010 US Merit Principles Survey on psychological empowerment’s moderating role between public service motivation and the perceived achievement of organizational goals, as well as the perceived quality of work-unit products and services in the US federal government. First, the findings indicate that public service motivation and psychological empowerment improve both of these perceived organizational performance measures. Second, the findings indicate that the link between public service motivation and perceived organizational performance is slightly enhanced when public employees feel more psychologically empowered. Points for practitioners This article offers practical lessons for practitioners who are concerned about improving organizational performance. Emphasizing the importance of psychological empowerment in strengthening the link between public service motivation and perceived organizational performance, the article suggests a critical need to cultivate psychological empowerment in the public sector, which has been under heavy pressure to do more with less in a rapidly changing environment.

Public service motivation and organizational performance in Chinese provincial governments

2016 ◽  
Vol 10 (4) ◽  
pp. 770-786 ◽  
Author(s):  
Chunkui Zhu ◽  
Chen Wu
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Public Service Motivation ◽  
Provincial Government ◽  
Civil Servants ◽  
Hunan Province ◽  
Government Employees ◽  
Content Type ◽  
The Public ◽  
The Government

Purpose This paper aims to examine different hypotheses concerning the effects of public service motivation (PSM) and other attitudinal or institutional dimensions on organizational performance (OP). Specifically, based on the experience of Chinese provincial governments, this study provides new evidence about how PSM may affect OP. Design/methodology/approach This study collected data from a survey of different provincial government departments in Sichuan Province, Hubei Province, Hunan Province and Chongqing Municipality in 2011. Using data from 761 respondents, Pearson correlation analysis and regression analysis were used to explore the relationships between related factors. Findings PSM, job satisfaction, affective commitment and job involvement have statistically significant effects on OP, and these results are consistent with the findings of previous researches that PSM positively affected OP at a significant level. The results suggest that, if civil servants have a strong PSM, the performance of their organizations will be high. Research limitations/implications Future research should look for additional factors that affect OP, comparing employees’ perceptions of an organization’s performance with objective data to determine whether, and to what degree, subjective measures of performance are valid measures of OP in the public sector. Practical implications In the process of improving government performance, it is significant to give attention to the government employees’ mentality. The government training and promotion system should encourage civil servants to care about the public interest. A more flattened organization should be considered as part of the next steps in government reform, and more opportunities should be provided to involve more government employees in policy making. Originality/value This study helps to clarify the effects of individual factors of PSM on OP in China in a tightly controlled bureaucratic environment, where related data are hardly accessible.

scholarly journals THE RELATIONSHIP BETWEEN PUBLIC SERVICES MOTIVATION AND ETHICAL LEADERSHIP WITH ORGANIZATION PERFORMANCE AT MILITARY TRAINING ACADEMY, NDUM.

2021 ◽  
Vol 4 (18) ◽  
pp. 01-08
Author(s):  
Fauzahani Pairan ◽  
Jessica Hai Liaw Ong ◽  
Mohd Juraimy Kadir ◽  
Nora Ibrahim
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Ethical Leadership ◽  
Public Interest ◽  
High Performance ◽  
Military Training ◽  
Public Service Motivation ◽  
Quantitative Research Methods ◽  
The Public ◽  
The Relationship

A public organization is an important sector in the administration of the Nation and it needs to remain relevant and accepted by society. The sub-sector such as services and security are the most important organizations that require high performance in society and the country to ensure security is always guaranteed. Military Training Academy, NDUM is an organization involved in various security and humanitarian operations either nationally or internationally. Accordingly, this study was conducted to assess employee motivation in public service activities by using the Public Service Motivation Model (PSM). The elements contained in the model are an attraction to public policymaking, commitment to the public interest, self-sacrifice, compassion, and ethical leadership. This study aims to analyze the relationship between Public Service Motivation (PSM) and organizational performance with ethical leadership among employees in Military Training Academy, NDUM. Quantitative research methods were used and questionnaires have been distributed to staff and instructors in Military Training Academy, NDUM, located in Kuala Lumpur by distributing the questionnaire and analyzed using SPSS 19. The results of this study showed that the attraction towards public policy-making (t=1.927, p>0.01), commitment to public interest (t=0.289, p>0.01), self-sacrifice (t=1.623, p>0.01), compassion (t=0.704, p>0.01) and ethical leadership (t=7.071, p<0.01). Ethical leadership encourages employees to participate in community service programs and improve organizational performance.

scholarly journals Public service motivation and organizational performance: Catalyzing effects of altruism, perceived social impact and political support

PLoS ONE ◽  
2021 ◽  
Vol 16 (12) ◽  
pp. e0260559
Author(s):  
Syed Sohaib Zubair ◽  
Mukaram Ali Khan ◽  
Aamna Tariq Mukaram
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Public Service ◽  
Structural Equation ◽  
Social Impact ◽  
Structural Model ◽  
Sampling Strategy ◽  
Measurement Model ◽  
Public Service Motivation ◽  
Political Support

With the increasing pressures and demands from the public sector to be more efficient and effective and accountable, the idea of Public Service Motivation (PSM) and Organization Performance (OP) has become more relevant and critical. This quantitative research hypothesizes that PSM leads towards higher level of organizational performance among public sector officials and also explores the intervening effects of Altruism (ALT), Perceived Social Impact (PSI) and Political Support (PS) in this context. Based on self-administered questionnaire, data was collected from 405 public officials using random sampling strategy. Covariance Based Structural Equation Modelling was used to test the hypothesized model. Following the validation of the measurement model, structural model was developed to test the various paths predicted in the hypotheses. Analysis revealed that PSM, PS and ALT have a positive relationship with OP whereas PSM relationship with PS could not be established.

scholarly journals The combined impact of professional role identity and public service motivation on decision-making in dilemma situations

2016 ◽  
Vol 84 (1) ◽  
pp. 21-41 ◽  
Author(s):  
Carina Schott ◽  
Daphne D. van Kleef ◽  
Trui P.S. Steen
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Public Service ◽  
Service Providers ◽  
Professional Role ◽  
Public Service Motivation ◽  
Role Identity ◽  
Human Resource Managers ◽  
Role Identities ◽  
The Impact

Working in the public sector implies the need to make decisions in the face of dilemmas. As consistent decision-making is highly desirable for organizational performance, the question arises: what do public service professionals base their decisions on? This study aims to increase our understanding of whether public service motivation and professional role identity are useful concepts by which to predict what decisions public service professionals will make in complex situations. Using survey data, this research investigates the impact of these two concepts on the decision-making of veterinary inspectors working at the Dutch Food and Consumer Product Safety Authority. The results support the hypothesis that decision-making is influenced by the way in which veterinary inspectors interpret their professional role. Public service motivation, in contrast, seems to have neither a direct nor a moderating effect on decision-making in the context of dilemma situations. Points for practitioners Two important conclusions of this study are of interest for managers working with professionals. Our findings should urge them to consider the different views that employees have about their job when teams are formed or when specific combinations of tasks are assigned. For example, attention should be paid to the question of which mixture of professional role identities is most suitable to accomplish organizational objectives. Second, the construct of public service motivation can be used by human resource managers to assess whether public professionals are motivated to provide public services. However, the results also indicate that the operationalization of public service motivation needs to be adapted to the professional context of public service providers.

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