![]() ![]() We will contribute to PSM theory by combining it with the Life Course Theory (LCT). Our goal is to chronicle the motivations of individuals over a life course, specifically from the onset of their career in the public service to their current career stage. Knowledge is lacking on how motivations of public servants change over time and are shaped by the life-course dynamics of identities, roles, inequalities, and experiences. The Public Service Motivation (PSM) theory offers a framework for the analysis of motivations of public servants. ![]() A top priority for governments is to attract and retain a public sector workforce that is motivated and enthusiastic to serve the public good. Analysis based on existing research shows that PSM alone is not sufficient to create desired work-related outcomes for public sector employees, hence organization-related factors need to be improved to create meaningful work for public sector employees.Īll Canadians benefit from a high quality of public service delivery, which is directly related to the motivation of public servants. It fills the gap in PSM research, by providing a meta-analysis of the empirical studies of PSM, on some of the most common areas of studies of PSM, such as Job performance, Satisfaction, commitment, person-organization fit, and so on, while showing that there are limited studies on the dark side of PSM, which needs to be studied for future research perspective. This research would contribute to the existing body of literature, on the usefulness of PSM in understanding the behaviour of public sector employees. The paper would provide an extensive understanding of the concept of PMS concerning public sector employees. ![]() The paper would highlight the development of the construct of Public Service Motivation (PSM) and how it is being used by researchers now, whether it is still a multidimensional concept as it was developed in the 1990s. While most of the research on PSM has been centred around its association with performance (Vandenabeele et al., 2018), some other organizational outcomes have been looked into such, as how it affects job satisfaction (Breaugh et al., 2017 Naff & Crum, 1999), turnover intention and change-oriented organizational citizenship behaviour (Campbell & I'm, 2016), higher organizational commitment (Potipiroon & Ford, 2017) and whistle-blowing behaviour (Brewer & Selden, 1998 Caillier, 2015) all of which is supposed to lead to positive outcomes.Īs there are very few conceptual papers to discuss the current relevance of Public Service Motivation (PSM) to public sector employees, the objective of the paper is to explore the significance of PSM in explaining public sector employees in recent history. (2016) results of the studies are mostly influenced by sample size and the items used, and more robust measures are still needed. Henceforth the conclusion on PSM and job performance, is that there is still a lack of research to show that PSM and job performance are positively associated, since there are other mediators used to establish this relationship, and as argued by Ritz et al. Similarly, research undertaken on Chinese public sector officials also indicated that both monetary and non-monetary factors are responsible for work performance, hence PSM alone is not sufficient enough to create higher job performance Xu et al. ![]()
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