Does Public Service Motivation Always Lead to Organizational Commitment? Examining the Moderating Roles of Intrinsic Motivation and Ethical Leadership

2017 ◽  
Vol 46 (3) ◽  
pp. 211-238 ◽  
Author(s):  
Wisanupong Potipiroon ◽  
Michael T. Ford
Keyword(s):  
Organizational Commitment ◽  
Intrinsic Motivation ◽  
Public Service ◽  
Ethical Leadership ◽  
Public Management ◽  
Self Determination Theory ◽  
Public Service Motivation ◽  
Self Determination ◽  
Public Employees ◽  
Contingency Perspective

Much of the work in public management indicates that public service motivation (PSM) generally leads to higher levels of organizational commitment. We argue that this relationship is more complex than generally assumed. First, drawing from self-determination theory, we propose that intrinsic motivation is conceptually distinct from PSM and that the two variables could interact. Second, drawing from the fit perspective, we further propose that ethical leadership is a contextual variable that will enhance the effect of PSM. A field study of public employees in Thailand provides support for this contingency perspective. We found that intrinsic motivation moderated the effect of PSM, such that the effect was positive only for individuals with high-intrinsic motivation but negative for those with low-intrinsic motivation. Furthermore, our analysis revealed a three-way interaction, which indicated that PSM was most positively related to organizational commitment when accompanied by high-intrinsic motivation and ethical leadership.

Integrating public service motivation and self-determination theory

2016 ◽  
Vol 29 (3) ◽  
pp. 238-254 ◽  
Author(s):  
Christina Andrews
Keyword(s):  
Public Service ◽  
Public Services ◽  
Self Determination Theory ◽  
Public Service Motivation ◽  
Self Determination ◽  
Organizational Practices ◽  
Public Values ◽  
Content Type ◽  
The Public ◽  
Theoretical Approaches

Purpose – The purpose of this paper is to present a framework integrating theoretical insights, empirical research and practical advice emerging from public service motivation (PSM) and self-determination theory (SDT). It aims at demonstrating that, while PSM shows the relevance of public values for motivation, SDT explains how context affects it. Taking the two theoretical approaches as complementary to one another and by pointing out their “static” and “dynamic” features, the framework provides a theoretical foundation for organizational practices aimed at enhancing motivation in the public services. Design/methodology/approach – The framework is based on a review of PSM and SDT theoretical concepts and empirical studies; the analysis examines the implications and contributions of each approach to the understanding of motivation in the public services. Findings – The paper demonstrates that PSM and SDT are complementary theoretical approaches and that this complementarity can provide clearer guidance to practitioners and widen the understanding of motivation in the public services. Research limitations/implications – The framework considers only a few features pertaining motivation in the public services, such as public values, basic needs satisfaction, prosocial behaviour and socialization. Further research should explore additional factors. Practical implications – The framework provides an explanation of why some practices are likely to enhance motivation in the public services, while others are likely to deplete it. Originality/value – The framework does not limit itself to proposing the theoretical integration of PSM and SDT, but connects this integration to organizational practices.

Organizational Commitment in International Public Administrations: The Role of Public Service Motivation and Person-Organization Fit

2019 ◽  
Vol 42 (1-2) ◽  
pp. 121-137
Author(s):  
Bernd Helmig ◽  
Alexander Pinz ◽  
Benedikt Englert ◽  
Fabiane Meiser
Keyword(s):  
Organizational Commitment ◽  
Civil Wars ◽  
Public Service ◽  
Public Management ◽  
Public Service Motivation ◽  
Management Research ◽  
Highly Qualified ◽  
Person Organization Fit ◽  
The Relationship

International organizations are important actors in the fight against global challenges such as climate change, poverty, and civil wars. To deliver on their promises, they need efficient, effective international public administrations (IPAs) with highly qualified and committed staff. However, public management research has not identified the antecedents of organizational commitment in IPAs. Drawing from traditional public management literature, this study examines how public service motivation (PSM) and person-organization fit (PO fit) influence organizational commitment in IPAs. Findings from a survey of 101 employees of a European IPA show that both PSM and PO fit have a positive effect on organizational commitment, but contrary to established results in public management research, PO fit does not act as a mediator in the relationship between PSM and commitment.

scholarly journals Does Person Organization Fit and Person-Job Fit Mediate the Relationship between Public Service Motivation and Work Stress among U.S. Federal Employees?

2021 ◽  
Vol 11 (2) ◽  
pp. 37
Author(s):  
Leonard Bright
Keyword(s):  
Work Stress ◽  
Public Service ◽  
High Stress ◽  
The United States ◽  
Public Organizations ◽  
Public Service Motivation ◽  
Public Employees ◽  
Federal Employees ◽  
Beneficial Effects ◽  
Indirect Relationship

A plethora of research has extolled the benefits of public service motivation (PSM) in public organizations. However, much less empirical attention has focused on its relationship to work stress. Even though it has been theorized that high levels of PSM causes individuals to be more resilient in stressful public service work environments, empirical research has failed to provide support. Only one study has been conducted which has revealed that high levels of PSM is directly associated with high levels of job stress among public employees, but that its beneficial effects are partially mediated by person-organization (PO) fit. That is, employees with high levels of PSM and high levels of fit to their organizations did not appear to suffer from high stress. This study sought to add to this limited body of research and explore the extent to which person-job (PJ) improves the field’s understanding of the relationships among PSM, PO fit, and work stress. Based on a sample of federal employees in the United States, this study challenged and confirmed the findings of existing research. For instance, PSM had no direct relationship to work stress. However, PSM maintained an indirect relationship to stress through PO fit. The respondents with high levels of PSM reported that they had high levels of fit to their organizations which was associated with significantly lower levels of work stress. Similarly, PSM was not directly related to PJ fit, but was indirectly related through its association with PO fit. PSM was associated with high levels of fit between employees and public organizations, which was subsequently associated with high levels of fit with public service jobs and lower work stress. Above all, this research clarifies the process of how PSM influences work stress among public employees, through PO fit and PJ fit.

Revisiting Motivations for a Public Service Career (MPSC): The Case of China

2020 ◽  
pp. 009102602096450
Author(s):  
Chengwei Xu ◽  
Chung-An Chen
Keyword(s):  
Public Administration ◽  
Public Service ◽  
Self Determination Theory ◽  
The Self ◽  
Self Determination ◽  
Work Related ◽  
Basic Framework ◽  
Attitudes And Perceptions ◽  
Core Issue

Motivations for choosing a public service career have long been a core issue in public administration research. This study focuses on China. Using the self-determination theory (SDT) as the basic framework, we revise Chen et al.’s scale which captures multiple motivations for a public service career (MPSC). We then validate the revised scale with responses from a questionnaire. The results show five distinct dimensions of MPSC, and all of them are associated with work-related attitudes and perceptions in different ways. In the conclusion, we discuss the theoretical and practical contributions of this study.

Intrinsic Motivation, Psychological Needs, and Competition

2021 ◽  
Author(s):  
Richard M. Ryan ◽  
Johnmarshall Reeve
Keyword(s):  
Intrinsic Motivation ◽  
Negative Feedback ◽  
Self Determination Theory ◽  
Psychological Needs ◽  
Self Determination ◽  
Negative Effects ◽  
Theory Analysis ◽  
Relevant Feedback ◽  
Competitive Outcomes ◽  
Ego Involvement

Competition is an apt place to experience intrinsic motivation, as competitive settings are often rich with optimal challenges and immediate, effectance-relevant feedback. Yet competition can also undermine intrinsic motivation and sustained engagement by introducing controlling pressures and negative feedback. To explain the contrasting effects of competitive settings on intrinsic motivation, this chapter presents a self-determination theory analysis. According to the theory, when elements of competitive settings are experienced as controlling or pressuring, they undermine competitors’ autonomy, decreasing intrinsic motivation. However, when these elements are perceived as both non-controlling and competence-informing, they can satisfy both autonomy and competence needs, enhancing intrinsic motivation. Unpacking these motivational crosscurrents, the authors identify the motivational implications of different elements of competition, including competitive set, pressure to win, feedback and competitive outcomes, challenge, leaders’ motivating styles, team interpersonal climate, and intrapersonal events such as ego-involvement. The authors also examine both positive and negative effects of competition on the need for relatedness. The chapter concludes by discussing how conditions that foster the need-satisfying aspects of competition not only enhance intrinsic motivation but also help prevent the emergence of competition’s darker sides, such as cheating, doping, objectifying opponents, aggression, and poor sportspersonship.

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