Correlation between Public Service Motivation and Job Satisfaction of Public Sector Employees

2021 ◽  
Vol 10 (07) ◽  
pp. 1873-1890
Author(s):  
玉婷 徐
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
Public Sector Employees

scholarly journals Harnessing Sustainable Motivation: A Grounded Theory Exploration of Public Service Motivation in Local Governments of the State of Oregon, United States

2019 ◽  
Vol 11 (11) ◽  
pp. 3105 ◽  
Author(s):  
Sajjad Haider ◽  
Guoxian Bao ◽  
Gary L. Larsen ◽  
Muhammad Umar Draz
Keyword(s):  
United States ◽  
Grounded Theory ◽  
Public Sector ◽  
Local Government ◽  
Private Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
The State ◽  
Government Employees ◽  
Public Sector Employees

Employee motivation has always been a matter of concern for both public and private sector organizations. Since the industrial revolution in the late 18th century, organizations have struggled to foster workforce motivation and morale to enhance productivity. While a plethora of literature focuses on private sector motivation research, public sector organizations receive only modest scholarly attention. However, a new concept has emerged in public management literature during the late 1980s and 1990s, later known as public service motivation (PSM). The debate about PSM is premised on the notion that the motivation of public sector employees is quite different from their private sector counterparts because of their orientation to public service. Perry and Wise (1990) expressed this concept in the theory of PSM. Subsequently, a growing stream of scholarship has emerged which explores the many aspects of antecedents and outcomes related to PSM. However, questions remain about how to best keep the motivation of public sector employees sustainably high, and about what factors embolden or enervate the motivation and morale of public sector employees. This study focuses on the sustainable work motivation of local government employees. Its arguments and discussions draw from PSM theory, total quality management (TQM) principles, and inspiration from Sustainable Development Goals (SDGs). This study examines and attempts to uncover the career trajectories of local government employees in the State of Oregon, United States, through a rigorous grounded theory method (GTM) of inquiry. The study reveals a number of factors that facilitate and/or inhibit employees’ PSM. We expect the findings to be useful for both practitioners and government human resource policymakers in understanding the subtlety and vicissitudes of public sector employee careers and motivations.

scholarly journals The Effect of Person-Environment Fit on Public Servant Integrity and Performance: Investigating the Moderating Role of Public Service Motivation

2021 ◽  
Vol 5 (1) ◽  
pp. 185-199
Author(s):  
Sangeetha Tannimalay ◽  
Noor Fareen Abdul Rahim ◽  
Meen Chee Hong
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Individual Performance ◽  
Public Service Motivation ◽  
Job Fit ◽  
Design Strategies ◽  
Person Environment Fit ◽  
Public Sector Employees ◽  
And Performance ◽  
Person Organization Fit

Individual performance is measured by a person's contribution to attaining this objective, whereas public organisation performance is measured by goals achieved in accordance with its mission statements. Positive individual behaviour is important for positive life outcomes, such as professional ethics. Individuals with strong integrity between their psychological (spiritual) and physical (physical) functions are one of the determinants of individual performance in organisations. Integrity is a promise to do everything in line with right and ethical principles, as well as values and standards, and there is consistency in continuing to make these commitments in every scenario without seeing any chance or coercion to break them. Individual integrity and performance are strongly influenced by the person-environment fit (person-job fit and person-organization fit). Due to the several corruption cases in Malaysia, the impacts of person-environment fit (person-job fit and person-organization fit) on individual integrity and performance of public sector personnel are investigated in this study. The suggested model was tested using partial least squares on a sample of 214 public sector employees in Penang. Integrity and individual performance is positively influenced by both person-job fit and person-organization fit, with person-organization fit having a stronger effect. Furthermore, the moderating effects of Public Service Motivation in the relationship between person-environment fit and the integrity and individual performance are not significant. As a result, it is critical to design strategies and implement suitable organisational environments in order to successfully raise the integrity and performance levels of public sector employees/

scholarly journals Role of Public Service Motivation, Organization Values and Reward Expectation on Performance of Public Sector Employees in Henan, China

2019 ◽  
Vol 9 (4) ◽  
pp. 231
Author(s):  
Yu-Jie Xu ◽  
Syarifah Mastura B. Syed Abu Bakar ◽  
Waqas Ali
Keyword(s):  
Public Sector ◽  
Job Performance ◽  
Public Service ◽  
Online Survey ◽  
Public Service Motivation ◽  
The Public ◽  
Public Sector Employee ◽  
Public Sector Employees ◽  
Sector Employee

The main objective of this study is to investigate the role of public service motivation, organization value and reward on performance of public sector employee in the Henan, China. Data is collected from adopted instrument from earlier studies. The researcher has collected data from 396 respondents by using online survey and self-administrative collection method. For analysis of data, SPSS and SmartPLS software were used. It has been concluded that role of organization values does not have a relationship with the performance of employees. The public service motivation and reward expectation plays an important role in employee job performance. The researcher found that earlier researchers’ assumption, the non-monetary benefits in public sector job least important are not valid in context of China Public sector employees. This research concludes that the employees who are working in public sector always look for both monetary and non-monetary benefits.

Public service motivation and proactive behavioral responses to change: A three-way interaction

2021 ◽  
Vol 49 (9) ◽  
pp. 1-15
Author(s):  
Si-Rui Sun
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Behavioral Responses ◽  
Public Service Motivation ◽  
High Turnover ◽  
Commitment To Change ◽  
Responsible Behavior ◽  
Public Sector Employees

I applied person–organization fit theory to examine the conditional effect of public service motivation on turnover intention and responsible behavior, as two types of change-related proactive behavioral responses. Respondents were 462 public sector employees. The results show there was an association between public service motivation, and turnover intention and responsible behavior, but affective commitment to change did not moderate these relationships. However, employment relationship and affective commitment to change had a joint negative moderating effect in the public service motivation–turnover intention relationship, such that temporary (vs. permanent) public sector employees with low affective commitment to change and low public service motivation were more likely to have high turnover intention during public sector reform. My results provide a theoretical and practical reference for the selection of public sector employees with characteristics that will ensure public sector change success.

scholarly journals Pengaruh Public Service Motivation Dan Organizational Citizenship Behavior Terhadap Kinerja Organisasi Pemerintahan

2009 ◽  
Vol 2 (2) ◽  
Author(s):  
Puput Tri Tri Komalasari ◽  
Moh. Nasih ◽  
Teguh Prasetio
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
Men And Women ◽  
Public Sector Organizations

Public sector organizations, namely governments, are described as “non-productive and inefficient organization”. This negative image of public sector organizations has arisen as a consequence of low public sector organization performance. Public sector performance improvement can be done by manipulating motivational dimensions of public service employee. This research aims to empirically test effect of public service motivation and organizational citizenship behavior (OCB) on organizational performance in the public sector of Indonesia. In addition, this study also focuses on individual factor of motivation, such as job satisfaction and organizational commitment. This paper employed 108 respondents that were sampled using convenient sampling. The result showed that there were positive significant influences of public service motivation and job satisfaction on organizational performance. Unfortunately, this study failed to give a proof that OCB influences organizational performance. Moreover, this study showed that there is differences level of motivational between men and women. On average, women have job satisfaction and public service motivation higher than men. This implies that women more satisfy at work than men, and women more likely to value intrinsic reward than men

Public service motivation and job satisfaction, organizational citizenship behavior

2012 ◽  
Vol 6 (2) ◽  
pp. 330-340 ◽  
Author(s):  
Xiaogang Cun
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Public

PurposeThe purpose of this paper is to examine the cause‐effect chain between public services motivation (PSM) and consequences variables, which include organizational citizenship behaviour (OCB) and job satisfaction (JS) of employees in the public sector of Guangzhou. Another purpose of the paper is to discuss the structure of behavior under the Chinese public sector's traditional culture, from the perspective of integration of three different mechanisms of behavior (ration, norm and affective).Design/methodology/approachThe paper modified the PSM questionnaire, based on Perry's PSM scale, according to Chinese cultural customs. The data of public service motivation, job satisfaction and organizational citizenship behavior were collected by randomly sampling from the employees in the public sector of Guangzhou. Results were obtained through structural equation modelling for the examination of multiple relationships between PSM and its dimensions, and the consequences; and ANOVA for testing the difference between groups.FindingsIt was found that there are significant differences between groups in the PSM level and correlations exist between PSM, and JS, OCB.Originality/valueThis paper contributes to the literature regarding PSM by examining the relationship between the dimensions of PSM and the consequence variables of OCB and JS against a Chinese cultural background. The paper presents the findings as a model to show the dynamics in these relationships. The integration of three different mechanisms of behavior is novel in the field of human resource management (HRM). The paper not only contributes to the further development of the field, but also implies healthier and more sustainable practices in public HRM.

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