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.

scholarly journals Institutional Leadership and Perceived Performance: Evidence from the Korean Minister Survey

2011 ◽  
Vol 26 (2) ◽  
pp. 45-75
Author(s):  
Jung Kwang Ho ◽  
Choi Jong Won
Keyword(s):  
Empirical Studies ◽  
Visionary Leadership ◽  
Institutional Leadership ◽  
Common Method Bias ◽  
Perceived Performance ◽  
And Performance ◽  
Using Data ◽  
Resilient Leadership ◽  
Method Bias ◽  
The Relationship

Few empirical studies have explored Selznick`s ideas on institutional leadership`s role in creating, nourishing, and maintaining public institutions. Reconsidering and expanding Selznick`s perspective, this study explores how perceived ministerial performance is associated with institutional leadership styles. Using data from the 2007 Korean Minister Survey, this study develops five types of institutional leadership (visionary, persuasive, resilient, coalition network, and maintaining) derived from an exploratory factor analysis and tests their association with ministers` performance. It suggests that visionary leadership and persuasive leadership are the primary determinants of Korean ministers` performance, and their effects are greater for ministers without presidential support. Resilient leadership and coalition network leadership are also significantly associated with ministers` performance, but maintaining leadership has little effect on it. Moderating effects on the relationship between leadership type and performance include presidential support and the presence of a performance crisis. Further research is needed to develop different measures for ministerial performance from different sources in order to avoid the common method bias.

scholarly journals Public service motivation and performance: The role of organizational identification

2018 ◽  
Vol 39 (2) ◽  
pp. 77-85 ◽  
Author(s):  
Qing Miao ◽  
Nathan Eva ◽  
Alexander Newman ◽  
Gary Schwarz
Keyword(s):  
Public Service ◽  
Organizational Identification ◽  
Public Service Motivation ◽  
And Performance

Public service motivation and performance: a critical perspective

2014 ◽  
Vol 2 (1) ◽  
pp. 57-79 ◽  
Author(s):  
Nicolai Petrovsky ◽  
Adrian Ritz
Keyword(s):  
Public Service ◽  
Common Method ◽  
Content Type ◽  
Aggregated Data ◽  
Individual Level ◽  
Common Method Bias ◽  
And Performance ◽  
The Individual ◽  
Method Bias ◽  
Level Analysis

Purpose – A growing body of literature points to the importance of public service motivation (PSM) for the performance of public organizations. The purpose of this paper is to assess the method predominantly used for studying this linkage by comparing the findings it yields without and with a correction suggested by Brewer (2006), which removes the common-method bias arising from employee-specific response tendencies. Design/methodology/approach – First, the authors conduct a systematic review of published empirical research on the effects of PSM on performance and show that all studies found have been conducted at the individual level. Performance indicators in all but three studies were obtained by surveying the same employees who were also asked about their PSM. Second, the authors conduct an empirical analysis. Using survey data from 240 organizational units within the Swiss federal government, the paper compares results from an individual-level analysis (comparable to existing research) to two analyses where the data are aggregated to the organizational level, one without and one with the correction for common-method bias suggested by Brewer (2006). Findings – Looking at the Attraction to Policy-Making dimension of PSM, there is an interesting contrast: While this variable is positively correlated with performance in both the individual-level analysis and the aggregated data analysis without the correction for common-method bias, it is not statistically associated with performance in the aggregated data analysis with the correction. Originality/value – The analysis is the first to assess the robustness of the performance-PSM linkage to a correction for common-method bias. The findings place the validity of at least one part of the individual-level linkage between PSM and performance into question.

scholarly journals Evaluating the Role of Government Collaboration in the Perceived Performance of Community-Based Nonprofits: Three Propositions

2020 ◽  
Author(s):  
José Nederhand
Keyword(s):  
The Political ◽  
Network Ties ◽  
Community Based ◽  
Role Of Government ◽  
Perceived Performance ◽  
Political Network ◽  
And Performance ◽  
Nonprofit Collaboration ◽  
The Relationship

Abstract The topic of government-nonprofit collaboration continues to be much-discussed in the literature. However, there has been little consensus on whether and how collaborating with government is beneficial for the performance of community-based nonprofits. This article examines three dominant theoretical interpretations of the relationship between collaboration and performance: collaboration is necessary for the performance of nonprofits; the absence of collaboration is necessary for the performance of nonprofits; and the effect of collaboration is contingent on the nonprofits’ bridging and bonding network ties. Building on the ideas of governance, nonprofit, and social capital in their respective literature, this article uses set-theoretic methods (fsQCA) to conceptualize and test their relationship. Results show the pivotal role of the nonprofit’s network ties in mitigating the effects of either collaborating or abstaining from collaborating with government. Particularly, the political network ties of nonprofits are crucial to explaining the relationship between collaboration and performance. The evidence demonstrates the value of studying collaboration processes in context.

The dimensional linkage between public service motivation and innovative behavior in public sector institutions; the mediating role of psychological empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Asim Rafique ◽  
Yumei Hou ◽  
Muhammad Adnan Zahid Chudhery ◽  
Nida Gull ◽  
Syed Jameel Ahmed
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Psychological Empowerment ◽  
Public Service Motivation ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Relationship Of ◽  
The Relationship

PurposeInnovations are imperative for organizational growth and sustainability. This study focuses on the employees' innovative behavior, a source of organizational innovations, which has received substantial attention from the researchers. Based on the psychological empowerment theory, the study exposes the effect of the various dimensions of public service motivation (PSM) on employees' innovative behavior (IB) in public sector institutions especially in the context of developing countries such as Pakistan. Moreover, the study also investigates the mediating role of psychological empowerment (PSE) between the dimensions of PSM and IB.Design/methodology/approachThis study used the cross-sectional research design. By using random sampling, the adapted survey questionnaires were used to collect data from 346 faculty members of public sector universities located in provincial capitals of Pakistan. A partial least square–structural equation modeling (PLS-SEM) tool was used to assess the proposed hypotheses through SMART-PLS software.FindingsResults revealed that attraction to policymaking (APM), compassion (COM), self-sacrifice (SS) have a significant impact on employees' PSE and their innovative behavior, while the relationship of commitment to the public interest (CPI) with PSE and IB was found insignificant. Moreover, PSE partially mediated the relationship between PSM dimensions and employees' IB.Originality/valueThere was a scarcity of research on IB especially in public sector institutions such as academia. This study theoretically contributed to the literature by providing a refined picture in assessing the proposed relationship of the constructs. This is also one of the original studies that examine the relationship between the dimensions of PSM and IB.

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