1st Edition
Public Service Motivation Beyond the Boundary of Public Management
This book evaluates public service motivation (PSM) within the milieu of a broader conceptual and theoretical landscape beyond public management with a primary focus in management and the social sciences.
As the literature around public management has evolved, scholars have suggested that PSM can direct applicants toward public service-oriented careers, and once hired, many have posited that PSM is linked to psychological outcomes and behavioral activity within public service-oriented organizations. Although some scholars have attempted to characterize and study PSM in relation to concepts outside of public management, the vast majority of scholarship has been grounded specifically in the public management literature. This is true when characterizing PSM as a factor that relates to career choice as well as a predictor of motivated states once one occupies a role within an organization. Given its continued vigor and its legitimacy, it could be argued that in recent decades, PSM has indeed become one of the most prominent concepts in public management. This book will be of interest to researchers and students in the fields of public management and public administration, as well as to policy makers and public service managers.
The chapters in this book were originally published in Public Management Review.
1. Disentangling altruism and public service motivation: who exhibits organizational citizenship behaviour?
Jaclyn S. Piatak and Stephen B. Holt
2. Public service motivation and prosocial motivation: two sides of the same coin?
Adrian Ritz, Carina Schott, Christian Nitzl and Kerstin Alfes
3. Motivated to act and take responsibility – integrating insights from community psychology in PSM research
Lene Holm Pedersen, Lotte Bøgh Andersen and Nanna Thomsen
4. Sense of community, sense of community responsibility, organizational commitment and identification, and public service motivation: a simultaneous test of affective states on employee well-being and engagement in a public service work context
Neil M. Boyd and Branda Nowell
5. Attraction and attrition under extreme conditions– integrating insights on PSM, SOC-R, SOC and excitement motivation
Benedikte Brincker and Lene Holm Pedersen
6. Crowding-in or crowding-out: the contribution of self-determination theory to public service motivation
Roxana Corduneanu, Adina Dudau and Georgios Kominis
7. A view into managers’ subjective experiences of public service motivation and work engagement: a qualitative study
Hedva Vinarski Peretz
8. Does performance-related pay and public service motivation research treat state-owned enterprises like a neglected Cinderella? A systematic literature review and agenda for future research on performance effects
Ulf Papenfuß and Florian Keppeler
Biography
This book evaluates public service motivation (PSM) within the milieu of a broader conceptual and theoretical landscape beyond public management with a primary focus in management and the social sciences.
As the literature around public management has evolved, scholars have suggested that PSM can direct applicants toward public service-oriented careers, and once hired, many have posited that PSM is linked to psychological outcomes and behavioral activity within public service-oriented organizations. Although some scholars have attempted to characterize and study PSM in relation to concepts outside of public management, the vast majority of scholarship has been grounded specifically in the public management literature. This is true when characterizing PSM as a factor that relates to career choice as well as a predictor of motivated states once one occupies a role within an organization. Given its continued vigor and its legitimacy, it could be argued that in recent decades, PSM has indeed become one of the most prominent concepts in public management. This book will be of interest to researchers and students in the fields of public management and public administration, as well as to policy makers and public service managers.
The chapters in this book were originally published in Public Management Review.
