Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-cd9895bd7-dk4vv Total loading time: 0 Render date: 2024-12-25T16:25:19.277Z Has data issue: false hasContentIssue false
Series:   Elements in Public and Nonprofit Administration

Motivating Public Employees

Published online by Cambridge University Press:  03 June 2019

Marc Esteve  and
Christian Schuster
Marc Esteve
Affiliation:
University College London
Christian Schuster
Affiliation:
University College London

Summary

What motivates public employees to work hard? This Element systematically reviews answers from public administration research. The authors locate this research in a novel two-dimensional typology, which shows that public employees can be motivated for other- and self-interested reasons and extrinsic (motivated by outcomes) and intrinsic (motivated by work itself) reasons. Public administration research sheds significant light on extrinsic motivators: working hard to help society (public service motivation), one's organization (organizational commitment) and oneself (financial incentives). Future research should focus on hitherto understudied motivators: symbolic rewards and intrinsic motivators, such as enjoyable work tasks, warm glow, and relatedness with colleagues. Supplementary material for this Element is available online.
Get access

Keywords

MotivationIntrinsic MotivatorsExtrinsic MotivatorsIndividual PerformanceOrganizational Commitment
Type
Element
Information
Series: Elements in Public and Nonprofit Administration
Online ISBN: 9781108559720
Publisher: Cambridge University Press
Print publication: 30 May 2019

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Bibliography

Adams, J. S. (1965). Inequity In Social Exchange. Advances in Experimental Social Psychology 2, 267–99.CrossRefGoogle Scholar
Ager, P., Bursztyn, L., & Voth, H.-J. (2016). Killer Incentives: Status Competition and Pilot Performance during World War II. (No. w22992). National Bureau of Economic Research.CrossRefGoogle Scholar
Akerlof, G. A. (1984). An Economic Theorist’s Book of Tales. Cambridge: Cambridge University Press.Google Scholar
Akerlof, G. A., & Kranton, R. E. (2000). Economics and Identity. Quarterly Journal of Economics 115(3), 715–53.CrossRefGoogle Scholar
Allison, G. T. (1969). Essence of Decision: Explaining the Cuban Missile Crisis. London: Little Brown.Google Scholar
Andersen, L. B., Kristensen, N., & Pedersen, L. H. (2015). Documentation Requirements, Intrinsic Motivation, and Worker Absence. International Public Management Journal 18(4), 483–513.CrossRefGoogle Scholar
Andersen, L. B., & Pallesen, T. (2008). Not Just for the Money? How Financial Incentives Affect the Number of Publications at Danish Research Institutions. International Public Management Journal 11, 28–47.CrossRefGoogle Scholar
Andersen, L. B., Pedersen, L. H., & Petersen, O. H. (2018). Motivational Foundations of Public Service Provision: Towards a Theoretical Synthesis. Perspectives on Public Management and Governance 1(4), 283–98.Google Scholar
Andreoni, J. (1990). Impure Altruism and Donations to Public Goods: a Theory of Warm-Glow Giving. Economic Journal 100(401), 464–77.CrossRefGoogle Scholar
Ashforth, B. E., & Mael, F. (1989). Social Identity Theory and the Organization. The Academy of Management Review 14(1), 20–39.Google Scholar
Ashikali, T., & Tanachia, S. (2015). Diversity Management in Public Organizations and Its Effect on Employees’ Affective Commitment: the Role of Transformational Leadership and the Inclusiveness of the Organizational Culture. Review of Public Personnel Administration 35(2), 146–68.Google Scholar
Ashraf, N., Bandiera, O., & Jack, B. K. (2014). No Margin, No Mission? a Field Experiment on Incentives for Public Service Delivery. Journal of Public Economics 120(C), 1–17.Google Scholar
Ashraf, N., Bandiera, O., & Lee, S. S. (2014). Awards Unbundled: Evidence from a Natural Field Experiment. Journal of Economic Behavior & Organization 100(C), 44–63.Google Scholar
Baay, P. E., van Aken, M. A. G., van der Lippe, T., & de Ridder, D. T. D. (2014). Personality Moderates the Links of Social Identity with Work Motivation and Job Searching. Frontiers in Psychology 5, 1044.Google Scholar
Bandura, A. 1986. Social Foundations of Thought and Action: a Social Cognitive Theory. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Barnard, C. I. (1968). The Functions of the Executive. Cambridge, MA: Harvard University Press.Google Scholar
Barr, A., & Serra, D. (2010). Corruption and Culture: an Experimental Analysis. Journal of Public Economics 94(11–12), 862–9.CrossRefGoogle Scholar
Behn, R. D. (1995). The Big Questions of Public Management. Public Administration Review, 55(4), 313–24.Google Scholar
Bellé, N. (2013a). Experimental Evidence on the Relationship between Public Service Motivation and Job Performance. Public Administration Review 73(1), 143–53.Google Scholar
Bellé, N. (2013b). Leading to Make a Difference: a Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation. Journal of Public Administration Research and Theory 24(1), 109–36.Google Scholar
Bellé, N., & Cantarelli, P. (2015). Monetary Incentives, Motivation, and Job Effort in the Public Sector: an Experimental Study with Italian Government Executives. Review of Public Personnel Administration 35(2), 99–123.CrossRefGoogle Scholar
Besley, T., & Ghatak, M. (2018). Prosocial Motivation and Incentives. Annual Review of Economics 10(1), 411–38.Google Scholar
Breaugh, J. A. (1985). The Measurement of Work Autonomy. Human Relations 38(6), 551–70.Google Scholar
Breaugh, J., Ritz, A., & Alfes, K. (2018). Work Motivation and Public Service Motivation: Disentangling Varieties of Motivation and Job Satisfaction. Public Management Review 20(10), 1423–43.Google Scholar
Brehm, J., & Gates, S. (1997). Working, Shirking, and Sabotage. Ann Arbor, MI: University of Michigan Press.Google Scholar
Brooks, G. R., & Wallace, J. P. (2006). A Discursive Examination of the Nature, Determinants and Impact of Organisational Commitment. Asia Pacific Journal of Human Resources 44(2), 222–39.Google Scholar
Bronkhorst, B., Steijn, B., & Vermeeren, B. (2015). Transformational Leadership, Goal Setting, and Work Motivation: the Case of a Dutch Municipality. Review of Public Personnel Administration 35(2), 124–45.Google Scholar
Bryson, A., & MacKerron, G. (2017). Are You Happy while You Work? Economic Journal 127(599), 106–25.Google Scholar
Buelens, M., & Van den Broeck, H. (2007). An Analysis of Differences in Work Motivation between Public and Private Sector Organizations. Public Administration Review 67(1), 65–74.CrossRefGoogle Scholar
Burns, J. M. (1978). Leadership. New York: Harper & Row.Google Scholar
Caillier, J. G. (2013). Satisfaction with Work–Life Benefits and Organizational Commitment/Job Involvement: Is There a Connection? Review of Public Personnel Administration 33(4), 340–64.Google Scholar
Caillier, J. (2014). Do Role Clarity and Job Satisfaction Mediate the Relationship between Telework and Work Effort? International Journal of Public Administration 37(4): 193–201.Google Scholar
Carson, K. D., & Carson, P. P. (1997). Career Entrenchment: a Quiet March toward Occupational Death? Academy of Management Executive 11(1), 62–75.Google Scholar
Carton, A. M. (2018). ‘I’m Not Mopping the Floors, I’m Putting a Man on the Moon’: How NASA Leaders Enhanced the Meaningfulness of Work by Changing the Meaning of Work. Administrative Science Quarterly 63(2), 323–69.Google Scholar
Chatman, J. (1989). Improving Interactional Organizational Research: a Model of Person–Organization Fit. Academy of Management Review 14(3), 333–49.Google Scholar
Chan, H. F., Frey, B. S., Gallus, J., & Torgler, B. (2014). Academic Honors and Performance. Labour Economics 31, 188–204.Google Scholar
Chen, C. A., & Bozeman, B. (2013). Understanding Public and Nonprofit Managers’ Motivation through the Lens of Self-Determination Theory. Public Management Review 15(4), 584–607.Google Scholar
Chen, C. M., Lee, P. C., & Chou, C. H. (2014). The Impact of Coproductive Taxpayers’ Supervisory Behaviors on the Job Involvement of Tax Collectors. Review of Public Personnel Administration 35(3), 278–304.Google Scholar
Christensen, R. K., Paarlberg, L., & Perry, J. L. (2017). Public Service Motivation Research: Lessons for Practice. Public Administration Review 77(4), 529–42.Google Scholar
Clark, A. E (1997). Job Satisfaction and Gender: Why Are Women So Happy at Work? Labour Economics 4(4), 341–72.CrossRefGoogle Scholar
Clark, P. B., & Wilson, J. Q. (1961). Incentive Systems: a Theory of Organizations. Administrative Science Quarterly 6(2), 129–66.Google Scholar
Cornelissen, J. P. (2012). Sensemaking under Pressure: The Influence of Professional Roles and Social Accountability on the Creation of Sense. Organization Science 23(1), 118–37.CrossRefGoogle Scholar
Costa-Font, J., Jofre-Bonet, M., & Yen, S. T. (2013). Not All Incentives Wash Out the Warm Glow: the Case of Blood Donation Revisited. Kyklos 66(4), 529–51.Google Scholar
Crespi, L. P. (1942). Quantitative Variation of Incentive and Performance in the White Rat. American Journal of Psychology 55(4), 467–517.Google Scholar
Crewson, P. E. (1997). Public-Service Motivation: Building Empirical Evidence of Incidence and Effect. Journal of Public Administration Research and Theory 7(4), 499–518.Google Scholar
Cross, R., Rebele, R., & Grant, A. (2016, January–February). Collaborative Overload. Harvard Business Review, 57.Google Scholar
Csikszentmihalyi, M. (1975). Beyond Boredom and Anxiety. San Francisco: Jossey-Bass Publishers.Google Scholar
Dal Bó, E., Finan, F., & Rossi, M. A. (2013). Strengthening State Capabilities: the Role of Financial Incentives in the Call to Public Service. Quarterly Journal of Economics 128(3), 1169–1218.CrossRefGoogle Scholar
Dawkins, R. (1989). The Selfish Gene. Oxford: Oxford University Press.Google Scholar
Damasio, A. R. (1994). Descartes’ Error: Emotion, Reason, and the Human Brain. New York: Avon Books.Google Scholar
Deci, E. L., Eghrari, H., Patrick, B. C., & Leone, D. R. (1994). Facilitating Internalization: the Self-Determination Theory Perspective. Journal of Personality 62(1), 119–42.Google Scholar
Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A Meta-analytic Review of Experiments Examining the Effects of Extrinsic Rewards on Intrinsic Motivation. Psychological Bulletin 125(6), 627–68; discussion 692–700.Google Scholar
Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-determination in Human Behavior. New York: Springer.Google Scholar
DeHart-Davis, L. (2009a). Green Tape: a Theory of Effective Organisational Rules. Journal of Public Administration Research and Theory 19(2), 361–84.Google Scholar
DeHart-Davis, L. (2009b). Can Bureaucracy Benefit Organizational Women? an Exploratory Study. Administration and Society 41(3), 340–63.Google Scholar
DeHart-Davis, L., Davis, R. S., & Mohr, Z. (2015). Green Tape and Job Satisfaction: Can Organizational Rules Make Employees Happy? Journal of Public Administration Research and Theory 25(3), 849–76.Google Scholar
DeHart-Davis, L., Marlowe, J., & Pandey, S. K. (2006). Gender Dimensions of Public Service Motivation. Public Administration Review 66(6), 873–87.Google Scholar
Delfgaauw, J., & Dur, R. (2008). Incentives and Workers’ Motivation in the Public Sector. Economic Journal 118(525), 171–91.Google Scholar
DiIulio, J. J. (2014). Bring Back the Bureaucrats: Why More Federal Workers Will Lead to Better (and Smaller!) Government. West Conshohocken, PA: Templeton Press.Google Scholar
Dilulio, J. D. (1994). Principled Agents: the Cultural Bases of Behavior in a Federal Government Bureaucracy. Journal of Public Administration Research and Theory 4(3), 277–318.Google Scholar
Dobrow, S., & Tosti-Kharas, J. (2011) Calling: The Development of a Scale Measure. Personnel Psychology 64(4), 1001–49Google Scholar
Duerst-Lahti, G., & Johnston, C. M. 1990. Gender and Style in Bureaucracy. Women and Politics 10(4), 67–120.CrossRefGoogle Scholar
Dur, R., & Zoutenbier, R. (2015). Intrinsic Motivations of Public Sector Employees: Evidence for Germany. German Economic Review 16(3), 343–66.Google Scholar
Edmonson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly 44(2), 350–83.Google Scholar
Esteve, M., Schuster, C., Albareda, A., & Losada, C. (2017). The Effects of Doing More with Less in the Public Sector: Evidence from a Large-Scale Survey. Public Administration Review 77(4), 544–53.Google Scholar
Esteve, M., Urbig, D., van Witteloostuijn, A., & Boyne, G. (2016). Prosocial Behavior and Public Service Motivation. Public Administration Review 76(1), 177–87.Google Scholar
Fernandez, S., & Moldogaziev, T. T. (2013). Using Employee Empowerment to Encourage Innovative Behavior in the Public Sector. Journal of Public Administration Research and Theory 23(1), 155–87.Google Scholar
Frederickson, H. G. (1997). The Spirit of Public Administration. San Francisco: Jossey-Bass Publishers.Google Scholar
Frey, B. S., & Jegen, R. (2001). Motivation Crowding Theory. Journal of Economic Surveys 15(5), 589–611.CrossRefGoogle Scholar
Frey, B. S., & Osterloh, M. (2002). Motivation: A Dual-Edged Factor of Production. In Successful Management by Motivation. Berlin, Heidelberg: Springer Berlin Heidelberg, 3–26.Google Scholar
Gallup. (2017). State of the Global Workplace. Washington, DC. www.gallup.com/workplace/238079/state-global-workplace-2017.aspx?utm_source=link_wwwv9&utm_campaign=item_231668&utm_medium=copy (accessed 15 August 2018).Google Scholar
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-level Multi-domain Perspective. Leadership Quarterly 6 (2), 219–47.Google Scholar
Grant, A. M. (2008). Employees without a Cause: the Motivational Effects of Prosocial Impact in Public Service. International Public Management Journal 11(1), 48–66.Google Scholar
Grant, A. M. (2012). Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership. Academy of Management Journal 55(2), 458–76.Google Scholar
Grant, A. M., & Hofmann, D. A. (2011). It’s Not All about Me: Motivating Hand Hygiene among Health Care Professionals by Focusing on Patients. Psychological Science 22(12), 1494–9.CrossRefGoogle ScholarPubMed
Greenberg, J., & Baron, R. A. (2003). Behavior in Organizations: Understanding and Managing the Human Side of Work. Upper Saddle River, NJ: Prentice Hall.Google Scholar
Hackman, J. R. (1980). Work Redesign and Motivation. Professional Psychology 11(3), 445–55.Google Scholar
Herzberg, F. (1968). One More Time: How Do You Motivate Employees? Harvard Business Review.Google Scholar
Hill, C. A. (1987). Affiliation Motivation: People who Need People … but in Different Ways. Journal of Personality and Social Psychology 52(5), 1008–18.Google Scholar
Hood, C., James, O., Peters, G., & Scott, C. (2004). Controlling Modern Government: Variety, Commonality, and Change. Cheltenham: Edward Elgar.Google Scholar
Hsieh, J. Y. (2016). An Exploration of Antecedents and Simultaneity of Job Performance and Job Satisfaction across the Sectors. Public Personnel Management 45(1), 90–118.Google Scholar
Isen, A. M. (2000). Positive Affect and Decision Making. In Lewis, M. & Haviland-Jones, J. M., eds., Handbook of emotions, 2nd ed. New York: Guilford Press, 417–35.Google Scholar
Jahan, F., & Shahan, A. M. (2012). Bureau Bashing and Public Service Motivation: A Case for the Civil Service of Bangladesh. International Journal of Public Administration 35(4), 272–84.Google Scholar
Jakobsen, M., & Jensen, R. (2015). Common Method Bias in Public Management Studies. International Public Management Journal 18(1), 3–30.Google Scholar
Kanfer, R. (1990). Motivation Theory and Industrial/Organizational Psychology. In Dunnette, M. D. and Hough, L., eds., Handbook of Industrial and Organizational Psychology, Volume 1: Theory in Industrial and Organisational Psychology. Palo Alto, CA: Consulting Psychologist Press, 75–170.Google Scholar
Kanfer, R., & Ackerman, P. L. (2004). Aging, Adult Development, and Work Motivation. Academy of Management Review 29(3), 440–58.Google Scholar
Kaufman, H. (2006). The Forest Ranger: A Study in Administrative Behavior. Washington, DC: Resources for the Future.Google Scholar
Kellough, L., & Lu, H. (1993). The Paradox of Merit Pay in the Public Sector: Persistence of a Problematic Procedure. Review of Public Personnel Administration 13: 45–64.Google Scholar
Kim, S., & Rubianty, D. (2011). Perceived Fairness of Performance Appraisals in the Federal Government: Does It Matter? Review of Public Personnel Administration 31(4), 329–48.Google Scholar
Kim, S., & Vandenabeele, W. (2010). A Strategy for Building Public Service Motivation Research Internationally. Public Administration Review 70(5), 701–9.Google Scholar
Kim, S., Vandenabeele, W., Wright, B. E., Andersen, L. B., Cerase, F. P., Christensen, R. K., … & Palidauskaite, J. (2012). Investigating the Structure and Meaning of Public Service Motivation across Populations: Developing an International Instrument and Addressing Issues of Measurement Invariance. Journal of Public Administration Research and Theory 23(1), 79–102.Google Scholar
Kleinginna, P. R., & Kleinginna, A. M. (1981). A Categorized List of Motivation Definitions, with a Suggestion for a Consensual Definition. Motivation and Emotion 5(3), 263–91.Google Scholar
Knowles, E. (2014). Oxford Dictionary of Quotations. Oxford: Oxford University Press.Google Scholar
Kosfeld, M., & Neckermann, S. (2011). Getting More Work for Nothing? Symbolic Awards and Worker Performance. American Economic Journal: Microeconomics 3(3), 86–99.Google Scholar
Kramer, R. (1991). Cadenza Contra Text: Mozart in Beethoven’s Hands. 19th-Century Music 15(2), 116–31.Google Scholar
Landy, F. J., & Conte, J. M. (2010). Work in the 21st Century: an Introduction to Industrial and Organizational Psychology. Hoboken, NJ: Wiley-Blackwell.Google Scholar
Latham, G. P. (2012). Work Motivation: History, Theory, Research, and Practice. Thousand Oaks, CA: Sage.Google Scholar
Le Grand, J. (2003). Motivation, Agency, and Public Policy. Oxford: Oxford University Press.Google Scholar
Linos, E. (2018). More Than Public Service: a Field Experiment on Job Advertisements and Diversity in the Police. Journal of Public Administration Research and Theory 28(1), 67–85.Google Scholar
Locke, E. A., & Latham, G. P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation. American Psychologist 57(9), 705–17.Google Scholar
March, J. G. (1999). The Pursuit of Organizational Intelligence. Walden, MA: Blackwell Business.Google Scholar
March, J. G., & Simon, H. A. (1958). Organizations. New York: Wiley.Google Scholar
Marvel, J. D., & Resh, W. D. (2018). An Unconscious Drive to Help Others? Using the Implicit Association Test to Measure Prosocial Motivation. International Public Management Journal 22(1), 29–70.Google Scholar
Maslow, A. (1954). Motivation and Personality. New York: Harper.Google Scholar
McKinsey, . (2017). What the Future of Work Will Mean for Jobs, Skills, and Wages: Jobs Lost, Jobs Gained. New York: McKinsey.Google Scholar
Medcof, J. W. (2006). Teamwork Goal Orientation as a New Component of Goal Orientation Conceptualization. Academy of Management Proceedings 1, 1–6.Google Scholar
Meyer-Sahling, J.-H., Schuster, C., & Mikkelsen, K. S. (2018). Civil Service Management in Developing Countries: What Works? Evidence from a Survey with 23,000 Civil Servants in Africa, Asia, Eastern Europe and Latin America. London: Report for the UK Department for International Development.Google Scholar
Meyer, J., & Allen, N. (1997). Commitment in the Workplace: Theory, Research, and Application. New York: Sage.Google Scholar
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences. Journal of Vocational Behavior 61(1), 20–52.Google Scholar
Miao, Q., Newman, A., Schwarz, G., & Xu, Lin. 2014. Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China. Public Administration 92(3), 727–43.Google Scholar
Mitchell, T. R. (1982). Motivation: New Directions for Theory, Research, and Practice. The Academy of Management Review 7(1), 80.Google Scholar
Mitchell, T. R., & Daniels, D. 2003. Motivation. In Borman, W. C., Ilgen, D. R., & Klimoski, R. J., eds., Comprehensive Handbook of Psychology: Industrial and Organizational Psychology. New York: Wiley, 225–54.Google Scholar
Moldogaziev, T. T. & Silva, C. (2015). Fostering Affective Organizational Commitment in Public Sector Agencies: the Significance of Multifaceted Leadership Roles. Public Administration 93(3), 557–75.Google Scholar
Moore, M. H. (1996). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press.Google Scholar
Moynihan, D., & Pandey, S. (2007). Finding Workable Levers over Work Motivation: Comparing Job Satisfaction, Job Involvement, and Organizational Commitment. Administration and Society 39(7), 803–32.Google Scholar
Neumann, O., & Ritz, A. (2015). Public Service Motivation and Rational Choice Modelling. Public Money & Management 35(5), 365–70.Google Scholar
Niskanen, W. (1968). The Peculiar Economics of Bureaucracy. American Economic Review 58(2), 293–305.Google Scholar
OECD. (2005). Performance-Related Pay Policies for Government Employees. Paris: OECD.Google Scholar
OECD. (2016). Engaging Public Employees for a High-Performing Civil Service. Paris: OECD.Google Scholar
Osborne, D. (1993). Reinventing Government. Public Productivity & Management Review 16(4), 349.CrossRefGoogle Scholar
Ospina, S., Esteve, M., & Seulki, L. (2018). Assessing Qualitative Studies in Public Management Research. Public Administration Review 78(4), 593–605.Google Scholar
Osterloh, M., & Frey, B. S. (2013). Motivation Governance. In Handbook of Economic Organization. Cheltenham: Edward Elgar Publishing.Google Scholar
Paarlberg, L. (2007). The Impact of Customer Orientation on Government Employee Performance. International Public Management Journal 10(2), 201–31.Google Scholar
Paarlberg, L. E., & Lavigna, B. (2010). Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance. Public Administration Review 70(5), 710–18.Google Scholar
Pandey, S. K., & Stazyk, E. C. (2008). Antecedents and Correlates of Public Service Motivation. In Perry, J. L. & Hondeghem, A., eds., Motivation in Public Management: the Call of Public Service. Oxford: Oxford University Press, 101–17.Google Scholar
Pavey, L., Greitemeyer, T., & Sparks, P. (2012). ‘I Help Because I Want to, Not Because You Tell Me to’. Personality and Social Psychology Bulletin 38(5), 681–9.Google Scholar
Perry, James, Engbers, Trent, & Yun Jun, So (2009). Back to the Future? Performance-Related Pay, Empirical Research, and the Perils of Persistence. Public Administration Review 69(1), 39–51.Google Scholar
Perry, J. L. (1996). Measuring Public Service Motivation: an Assessment of Construct Reliability and Validity. Journal of Public Administration Research and Theory 6(1), 5–22.Google Scholar
Perry, J. L. (1997). Antecedents of Public Service Motivation. Journal of Public Administration Research and Theory 7(2), 181–97.Google Scholar
Perry, J. L., Brudney, J. L., Coursey, D., & Littlepage, L. (2008). What Drives Morally Committed Citizens? A Study of the Antecedents of Public Service Motivation. Public Administration Review 68(3), 445–58.Google Scholar
Perry, J. L., & Hondeghem, A. (2008). Motivation in Public Management: the Call of Public Service. Oxford: Oxford University Press.Google Scholar
Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the Motivational Bases of Public Service: Twenty Years of Research and an Agenda for the Future. Public Administration Review 70(5), 681–90.Google Scholar
Perry, J. L., Mesch, D., & Paarlberg, L. (2006). Motivating Employees in a New Governance Era: the Performance Paradigm Revisited. Public Administration Review 66(4), 505–14.Google Scholar
Perry, J. L., & Porter, L. W. (1982). Factors Affecting the Context for Motivation in Public Organizations. Academy of Management Review 7(1), 89–98.CrossRefGoogle Scholar
Perry, J. L., & Rainey, H. G. (1988). The Public-Private Distinction in Organization Theory: a Critique and Research Strategy. Academy of Management Review 13(2), 182–201.Google Scholar
Perry, J. L., & Wise, L. R. (1990). The Motivational Bases of Public Service. Public Administration Review 50(3), 367–73.Google Scholar
Petter, J., Byrnes, P., Choi, D., Fegan, F., & Miller, R. (2002). Dimensions and Patterns in Employee Empowerment: Assessing What Matters to Street-Level Bureaucrats. Journal of Public Administration Research and Theory 12(3), 377–400.Google Scholar
Pinder, C. C. (2008). Work Motivation in Organizational Behavior. New York: Psychology Press.Google Scholar
Pink, D. H. (2009). Drive: the Surprising Truth about What Motivates Us. New York: Riverhead Books.Google Scholar
Pitts, D. (2009). Diversity Management, Job Satisfaction, and Performance: Evidence from U.S. Federal Agencies. Public Administration Review 69(2), 328–38.Google Scholar
Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational Commitment, Job Satisfaction, and Turnover among Psychiatric Technicians. Journal of Applied Psychology 59(5), 603–9.Google Scholar
Posner, B. Z., & Schmidt, W. H. (1996). The Values of Business and Federal Government Executives: More Different than Alike. Personnel Administration 25(3), 277–89.Google Scholar
Prebble, M. (2016). Has the Study of Public Service Motivation Addressed the Issues that Motivated the Study? American Review of Public Administration 46(3), 267–91.Google Scholar
Rainey, H. G. (2014). Understanding and Managing Public Organizations. New York: John Wiley & Sons.Google Scholar
Rainey, H. G., & Steinbauer, P. (1999). Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations. Journal of Public Administration Research and Theory 9(1), 1–32.Google Scholar
Resh, W. G., Marvel, J. D., & Wen, B. (2018). The Persistence of Prosocial Work Effort as a Function of Mission Match. Public Administration Review 78(1), 116–25.Google Scholar
Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public Service Motivation: a Systematic Literature Review and Outlook. Public Administration Review 76(3), 414–26.Google Scholar
Ryan, R. M., & Deci, E. L. (2000a). Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemporary Educational Psychology 25(1), 54–67.Google Scholar
Ryan, R. M., & Deci, E. L. (2000b). Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being Self-Determination Theory. American Psychologist 55(1), 68–78.Google Scholar
Sabharwal, M. (2014). Is Diversity Management Sufficient? Organizational Inclusion to Further Performance. Public Personnel Management 43(2), 197–217.Google Scholar
Schaef, A. W., & Fassel, D. (1988). The Addictive Organization. San Francisco: Harper & Row.Google Scholar
Seo, M.G., Barret, L. F., & Bartunek, J. M. (2004). The Role of Affective Experience in Work Motivation. Academy of Management Review 29(3), 423–39.Google Scholar
Shepsle, K. (2010) Analyzing Politics: Rationality, Behavior, and Institutions. New York: W. W. Norton & CompanyGoogle Scholar
Sinek, S. (2017). Leaders Eat Last: Why Some Teams Pull Together and Others Don’t. New York: Random House.Google Scholar
Skinner, B. F., & Burrhus, F. (1953). Science and Human Behavior. London: Macmillan.Google Scholar
Stazyk, E. C., Pandey, S., & Wright, B. E. (2011). Understanding Affective Organizational Commitment: the Importance of Institutional Context. American Review of Public Administration 41(6), 603–24.Google Scholar
Tendler, J., & Freedheim, S. (1994). Trust in a Rent-Seeking World: Health and Government Transformed in Northeast Brazil. World Development 22(12), 1771–91.Google Scholar
The Guardian. (2009). Case study: Fighting bureaucracy in the police force. www.theguardian.com/society/2009/sep/30/fighting-bureaucracy-police-force (accessed 5 November 2018).Google Scholar
The Guardian. (2010). Lazy Bureaucrats, Burden or Blessing? www.theguardian.com/education/2010/feb/09/improbable-research-lazy-bureaucrats (accessed 27 August 2018).Google Scholar
The Independent. (2013). The Graphene Story: How Andrei Geim and Kostya Novoselov Hit on a Scientific Breakthrough that Changed the World … by Playing with Sticky Tape. www.independent.co.uk/news/science/the-graphene-story-how-andrei-geim-and-kostya-novoselov-hit-on-a-scientific-breakthrough-that-8539743.html (accessed 4 November 2018).Google Scholar
The Telegraph. (2010). Third of police time ‘is wasted on bureaucracy’. www.telegraph.co.uk/news/uknews/law-and-order/8069928/Third-of-police-time-is-wasted-on-bureaucracy.html (accessed 5 November 2018).Google Scholar
The Telegraph. (2012). How Pep Guardiola Got the Barcelona Players on His Side to Halt Team’s Decline into Decadence. www.telegraph.co.uk/sport/football/teams/barcelona/9683924/How-Pep-Guardiola-got-the-Barcelona-players-on-his-side-to-halt-teams-decline-into-decadence.html (accessed 4 November 2018).Google Scholar
The Telegraph. (2015). How Beethoven Redesigned the Cadenza – Twice. www.telegraph.co.uk/music/artists/how-beethoven-redesigned-the-cadenza–twice/ (accessed 3 November 2018).Google Scholar
Thomas, K. W. (2000). Intrinsic motivation at Work: Building Energy & Commitment. Oakland, CA: Berrett-Koehler Publishers.Google Scholar
Ting, Y. (1997). Determinants of Job Satisfaction of Federal Government Employees. Personnel Administration 26(3), 313–34.Google Scholar
Tummers, L. G., & Knies, E. (2013). Leadership and Meaningful Work in the Public Sector. Public Administration Review 73(6), 859–68.Google Scholar
Vandenabeele, W. (2007). Toward a Public Administration Theory of Public Service Motivation. Public Management Review 9(4), 545–56.Google Scholar
Van Loon, N. (2017). From Red Tape to Which Performance Results? Exploring the Relationship between Red Tape and Various Dimensions of Performance in Healthcare Work Units. Public Administration 95(1), 60–77.Google Scholar
van Loon, N. M., Vandenabeele, W., & Leisink, P. (2015). On the Bright and Dark Side of Public Service Motivation: the Relationship between PSM and Employee Wellbeing. Public Money & Management 35(5), 349–56.Google Scholar
Vigoda, E. (2000). Organizational Politics, Job Attitudes, and Work Outcomes: Exploration and Implications for the Public Sector. Journal of Vocational Behavior 57(3), 326–347.Google Scholar
Vroom, V. H. (1964). Work and Motivation. New York: Wiley.Google Scholar
Warr, P. (2001). Age and Work Behavior: Physical Attributes, Cognitive Abilities, Knowledge, Personality Traits, and Motives. International Review of Industrial and Organizational Psychology 16, 1–36.Google Scholar
Weber, M. (1978). Economy and Society: an Outline of Interpretive Sociology. Berkeley: University of California Press.Google Scholar
Wegener, D. T., & Petty, R. E. (1996). Effects of Mood on Persuasion Processes: Enhancing, Reducing, and Biasing Scrutiny of Attitude-Relevant Information. In Martin, L. L. & Tesser, A., eds., Striving and feeling: Interactions among goals, affect, and self-regulation. Mahwah, NJ: Lawrence Erlbaum Associates, 329–62.Google Scholar
Wiener, Y. (1982). Commitment in Organizations: a Normative View. Academy of Management Review 7(3), 418–28.Google Scholar
Wildman, J., & Hollingsworth, B. (2009). Blood Donation and the Nature of Altruism. Journal of Health Economics 28(2), 492–503.Google Scholar
Wilson, J. Q. (1978). The Investigators: Managing FBI and Narcotics Agents. New York: Basic Books.Google Scholar
Wilson, J. Q. (1989). Bureaucracy: What Government Agencies Do and Why They Do It. New York: Basic Books.Google Scholar
World Bank. (2016). How Shanghai Does It: Insights and Lessons from the Highest-Ranking Education System in the World. Washington, DC.Google Scholar
Wright, B. E. (2001). Public-Sector Work Motivation: a Review of the Current Literature and a Revised Conceptual Model. Journal of Public Administration Research and Theory 11(4), 559–86.Google Scholar
Wright, B. E. (2004). The Role of Work Context in Work Motivation: a Public Sector Application of Goal and Social Cognitive Theories. Journal of Public Administration Research and Theory 14(1), 59–78.Google Scholar
Wright, B. E. & Pandey, S. (2008). Public Service Motivation and the Assumption of Person-Organization Fit: Testing the Mediating Effect of Value Congruence. Administration & Society 40(5), 502–21.Google Scholar

Save element to Kindle

To save this element to your Kindle, first ensure no-reply@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Motivating Public Employees
Available formats
×

Save element to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Motivating Public Employees
Available formats
×

Save element to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Motivating Public Employees
Available formats
×