scholarly journals The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan

2021 ◽  
pp. 1-25
Author(s):  
Mohsin Bashir ◽  
Bradley E. Wright ◽  
Shahidul Hassan
Keyword(s):  
Employee Engagement ◽  
Public Service ◽  
Panel Study ◽  
Public Service Motivation

scholarly journals Explaining a Dark Side: Public Service Motivation, Presenteeism, and Absenteeism

2017 ◽  
Vol 39 (4) ◽  
pp. 487-510 ◽  
Author(s):  
Ulrich Thy Jensen ◽  
Lotte Bøgh Andersen ◽  
Ann-Louise Holten
Keyword(s):  
Public Service ◽  
High Performance ◽  
Panel Study ◽  
Positive Association ◽  
Public Service Motivation ◽  
Dark Side ◽  
Public And Private ◽  
Strong Positive Association ◽  
Public And Private Sector

Public service motivation (PSM) has many bright sides, but recent studies also find dark sides, connected to, for instance, higher stress and burnout. However, results on the PSM–absenteeism association are inconclusive. One reason could be that PSM increases presenteeism (going to work even when ill), which in turn increases absenteeism and counteracts—or even exceeds—PSM-based reductions of absenteeism. Based on a three-wave panel study of Danish public and private sector employees, we find a strong positive association between PSM and presenteeism and indications that the PSM–absenteeism link is mediated by presenteeism. The findings suggest that going to work even on days when employees feel ill is a potential dark side of PSM and that it may have long-term consequences for the extent to which employees are absent from their jobs due to sickness. This cautions managers not to expect that high PSM automatically guarantees high performance and low absence.

scholarly journals Only When the Societal Impact Potential Is High? A Panel Study of the Relationship Between Public Service Motivation and Perceived Performance

2016 ◽  
Vol 38 (2) ◽  
pp. 139-166 ◽  
Author(s):  
Nina van Loon ◽  
Anne Mette Kjeldsen ◽  
Lotte Bøgh Andersen ◽  
Wouter Vandenabeele ◽  
Peter Leisink
Keyword(s):  
Public Service ◽  
Panel Study ◽  
Public Service Motivation ◽  
Societal Impact ◽  
Cross Sectional ◽  
Common Method Bias ◽  
Perceived Performance ◽  
And Performance ◽  
Method Bias

Many studies find positive associations between public service motivation (PSM) and performance, but much of this literature is based on cross-sectional data prone to endogeneity and common method bias. Moreover, we know little about potential moderators. In this study, we test the moderating role of societal impact potential (SIP)—the degree to which the job is perceived to provide opportunities to contribute to society. We use cross-sectional data from 13,967 employees in 2010 and 2012 aggregated to construct longitudinal data for 42 organizations. As expected, the association between PSM and individual perceived performance is positive when SIP is high. However, when SIP is low, PSM is only weakly or not at all related to performance. This is an important insight for organizations that try to enhance performance through PSM. Our findings suggest that this can only be done when the employees think that their jobs allow them to contribute to society.

Quality of leadership and public service motivation

2017 ◽  
Vol 30 (3) ◽  
pp. 270-285 ◽  
Author(s):  
Reginald G. Ugaddan ◽  
Sung Min Park
Keyword(s):  
Factor Analysis ◽  
Public Sector ◽  
Employee Engagement ◽  
Public Service ◽  
Public Service Motivation ◽  
Administrative Leadership ◽  
Content Type ◽  
Quality Of Leadership

Purpose The purpose of this paper is to examine salient mechanism by which the quality of political and administrative leadership might influence employee engagement in public sector organizations through public service motivation (PSM). Specifically, the purpose of the paper is twofold. First, the psychological outcomes of quality of leadership perceptions among public employees are identified. Second, how PSM mediates the influence of leadership quality perceptions on employee engagement is examined. Design/methodology/approach This study uses the US Merit System and Protection Board’s (MSPB) 2010 Merit Principles Survey. To establish the distinctive validity of the constructs, the authors performed exploratory factor analysis and confirmatory factor analysis for latent variables, and subsequently conducted validity and reliability analyses. The authors performed a structural equation model to determine relationship between quality of political and administrative leadership, PSM, and employee engagement. Findings The results reveal that the quality of political and administrative leadership is positively related to PSM and employee engagement. This study also confirmed the mediating role of PSM on the relationship between the quality of political and administrative leadership. Originality/value The paper expands the literature through studies that may discover critical mechanisms that are of significance in enhancing employee engagement such as quality of leadership depicted in political and administrative leaders and PSM. While previous studies have extensively explored several antecedents of employee engagement, research focusing on the role of quality in public sector leadership and PSM remains limited.

Sense of Community, Sense of Community Responsibility, and Public Service Motivation as Predictors of Employee Well-Being and Engagement in Public Service Organizations

2017 ◽  
Vol 48 (5) ◽  
pp. 428-443 ◽  
Author(s):  
Neil Boyd ◽  
Branda Nowell ◽  
Zheng Yang ◽  
Mary Clare Hano
Keyword(s):  
Employee Engagement ◽  
Public Service ◽  
Sense Of Community ◽  
Public Management ◽  
Well Being ◽  
Employee Motivation ◽  
Public Service Motivation ◽  
Public Service Organizations ◽  
Community Responsibility ◽  
And Behavior

Public management scholars have suggested that employee motivation can be accentuated by organizational cultures and contexts. One of the most researched topics in this regard is the concept of public service motivation (PSM). Research shows that PSM works to direct applicants toward public service careers and, once hired, can be linked to motivated activity within public-sector organizations. Similarly, like PSM, a sense of community (SOC) and a sense of community responsibility (SOC-R) have also been posited to act as powerful predictors of employee well-being and engagement. The present study demonstrates that SOC-R is a more powerful predictor of employee engagement compared with PSM and SOC. Concurrently, SOC more strongly predicts employee well-being compared with PSM and SOC-R. The findings bring additional light and clarification to the predictive power of PSM on employee perceptions and behavior, and they demonstrate that community experiences have utility in public service settings.

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