scholarly journals Employee Evaluations in the Public Sector: Public Service Motivation, Task, and Citizenship Behaviors

2009 ◽  
Vol 23 (2) ◽  
pp. 41-56
Author(s):  
Christensen Robert K. ◽  
Whiting Steven W.
Keyword(s):  
Public Sector ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behaviors ◽  
Public Service Motivation ◽  
Performance Appraisals ◽  
Citizenship Behaviors ◽  
The Public ◽  
And Performance ◽  
The Relationship

This paper reports the results of a study conducted in fall 2007 among MBA and MPA students. Using electronic surveys and manipulated vignettes, the study explored how public service motivation moderates the relationship between organizational citizenship behaviors, task behaviors, and performance appraisals.

scholarly journals Evaluation of Public Service Motivation: A Case Study of Hefei Public Sector Organizations

2017 ◽  
Vol 8 (1) ◽  
pp. 186
Author(s):  
Sadiq Sadiq
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
High Tech ◽  
The Public ◽  
Goal Clarity ◽  
Public Sector Organizations ◽  
Relationship Of ◽  
The Relationship

This paper highlights the effects of ‘Public Service Motivation’ (PSM) in public sector organizations. This research explores the relationship between employees’ motivation (intrinsic expectation & extrinsic expectation), goal clarity and employees’ participation with ‘Public Service Motivation’ (PSM). A questionnaire was used in this research to conduct a survey. About 70% response rate was generated out of 300 employees located in different public sector organizations of Hefei city of Anhui province in P.R.China, including health, education and High-Tech firms. The Scope of this study is delimited to the public sector organizations of Hefei City China. The result shows that there is a strong positively significant relationship of employees’ motivation, participation, and goal clarity with ‘Public Service Motivation’ (PSM), which can be further strengthened by innovative organizational culture. 

scholarly journals THE IMPACT OF JOB AUTONOMY AND COMMUNICATION PRACTICES ON EMPLOYEE PERFORMANCE: THE MEDIATING ROLE OF PUBLIC SERVICE MOTIVATION

2019 ◽  
Vol 3 (2) ◽  
pp. 9-23
Author(s):  
Abubakar Tabiu
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Employee Performance ◽  
Public Service Motivation ◽  
Job Autonomy ◽  
The Public ◽  
Mediating Role ◽  
Communication Practices ◽  
The Relationship

Improving individual employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance. However, the bulk of studies are mainly conducted in the private sector organizations with few attentions accorded to the public sector organizations, even though at present the difference between the two sectors is not much especially with introduction of privatization and New Public Management in the public sector. Drawing upon Social Exchange Theory and the application of Partial Least Square Structural Equation Modeling (PLS SEM), this study examined the mediating role of public service motivation on the relationship between job autonomy, communication practices and employee task and contextual performance. The participants were 288 senior staff of local governments in north-western part of Nigeria. The findings suggested that both job autonomy and communication practices predicted employee task and contextual performance. It was also found that public service motivation is an important mechanism (mediator) in the relationship.

scholarly journals Public Service Motivation or Sector Rewards? Two Studies on the Determinants of Sector Attraction

2018 ◽  
Vol 40 (1) ◽  
pp. 82-111 ◽  
Author(s):  
Julia Asseburg ◽  
Fabian Homberg
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Meta Analysis ◽  
Public Service Motivation ◽  
Primary Data ◽  
Highly Qualified ◽  
The Public ◽  
Public Sector Organizations ◽  
Employer Of Choice ◽  
The Relationship

Public sector organizations are competing with the private sector for highly qualified staff. But the public sector lost attraction as an employer of choice. Public service motivation (PSM) and different sector rewards have been identified as alternative drivers of sector attraction. However, it is still unclear to what extent PSM is associated with sector attraction, especially when controlling for a comprehensive set of sector rewards. We investigate this sector attraction puzzle through a meta-analysis (Study 1) focusing on the relation between PSM and sector attraction and primary data collected from 600 German final-year students (Study 2). The two studies aggregate the literature on PSM and sector attraction and produce unique empirical evidence. Thus, we extend the knowledge on the relationship between PSM and sector attraction across different settings and in Germany, which enables us to derive implications for public sector recruiters.

scholarly journals Organizational Citizenship Behavior in the Public and Private Sectors: A Multilevel Test of Public Service Motivation and Traditional Antecedents

2018 ◽  
Vol 40 (2) ◽  
pp. 222-244 ◽  
Author(s):  
Alex Ingrams
Keyword(s):  
Public Sector ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
The Public ◽  
Private And Public

Scholarly knowledge of organizational citizenship behavior (OCB) has developed significantly in the private and public sectors. However, comparisons between sectors have not been advanced. This article aims to address the gap with hierarchical linear modeling of OCB antecedents across sectors, accounting for individual- and sector-level differences. The results show a significant association between public service motivation (PSM) and OCB, as well as several other central correlates of OCB in the public sector: goal clarity, job satisfaction, and leader–member exchange (LMX). In addition, although there are marginally higher levels of OCB in the public sector, the interaction effect of sector and PSM is not significant. This finding suggests the effect of PSM on OCB is important across sectors rather than solely being a function of public sector employment.

scholarly journals Work Tenure and Organizational Citizenship Behaviors; A Study in Ghanaian Technical Universities

2021 ◽  
Vol 13 (24) ◽  
pp. 13762
Author(s):  
Eli Ayawo Atatsi ◽  
Jol Stoffers ◽  
Ad Kil
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Employee Productivity ◽  
Citizenship Behaviors ◽  
Convenience Sample ◽  
Member Exchange ◽  
And Performance ◽  
Work Tenure ◽  
Organizational Tenure ◽  
The Relationship

This study investigates linear and non-linear associations among work tenure, organizational tenure, and organizational citizenship behaviors (OCB), and between leader–member exchange (LMX) and OCBs. A deductive approach was employed to collect data from academics. Using a convenience sample of 364 lecturers from six technical universities in Ghana, stepwise OLS regression analysis suggests that LMX correlates positively with OCBs. The relationship between work tenure and OCB was positive, with longer-tenured employees engaging in more OCBs. The effect of organizational tenure was, however, non-significant. Findings from this study have both theoretical and practical implications. Theoretically, this study adds to the literature on OCBs and LMX, and further enhances the understanding of how tenure in an organization can foster employee productivity. Practicaly, human resource practitioners and managers of higher education institutions can benefit from the findings of this study due to the implicit effects of both work and organizational tenure on workers’ attitudes, behaviors, and performance. This is a novel and pioneering study in an understudied context that examines work tenure, organizational tenure, LMX, and OCB in six public technical universities.

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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