Give up any notion of free time: a study of UK pension trusteeship, social commitment and public service motivation Dr Susan Sayce Norwich Business School University of East Anglia

Committing to UK Pension Trusteeship Aim To explore UK occupational pension trustee’s motivation to participate in an often voluntary role. Background Pension Act 2004 changed the composition of pension board to include a third of elected members.

Committing to UK Pension Trusteeship Methods 15 interviews with a cross-section of pension trustees. Survey sent out to National Association Pension Funds and TUC pension trustees. (143 responses)

Qualitative Interviews Appointed trustees sometimes had little choice whether to do the job ‘Hobson choice’ (Pen Tst 3) Recognised that elected pension trustee motives may be a complex mix of motives but that ‘altruism should be in there somewhere’ (Pen Tst 4). Acknowledge notion of self-interest (rational motive) but also ‘a sense of duty in doing the role’ (Pen tst 6).

Relevance of Motivational Factors TUCNAPFTotal 1 I could make a useful contribution to pension activity Welcomed intellectual challenge of pension trusteeship Representing the membership was a major driver I was concerned about the welfare of fellow citizens I was concerned with notions of equity/fairness I felt a moral obligation It was seen as a continuation of my existing job role I valued the power and significance of performing this role It offered opportunity for future progression Table 1. Motivational Factors for Becoming a Trustee

Public Service Motivation Ambachtsheer (2007:15) argues that the ‘primary motivation of board members must be public service.’ Economists have directly linked altruistic elements to PSM (Perry et al 2010) ‘Give up all other interests as the role is very time-consuming’ (TUC survey 12).

PSM and Rational, Affective and Norm- based Motives Affective motive suggest that individuals have a sense of emotional attachment about the importance of their role, a sense of doing good. Norm-based motives include how individual’s reasoning can have an ethical dimension (equality and fairness) Rational motives linked to self-interest to use policy-making as a way to promote that interest

PSM Theoretical Framework 1. Commitment to public interests that include public values and a sense of duty (Perry 1996) 2. Compassion, which includes doing good for others by improving services. 3. Attraction to policy-making and public participation 4.Self-sacrifice of one’s own needs 5. User orientation, motivation to help the specific user of public services(Andersen and Pedersen 2012:48)

Multiple motives Multiple reasons for becoming a trustee. While rational motives of self-interest could be a push factor. There also was a sense of social commitment and an attraction to policy-making/public participation The role is important to my financial future, but I hope that other capable and committed people would be prepared to do the same.’ (NAPF 134)

Affective Motives and User orientation ‘members wishes were being discounted by the Company and my demeanour and job role allows me to seek to ensure member’s concerns are listened to and addressed.’ (NAPF 81) ‘to keep an employee on the board to watch management after Maxwell’s crime’ (TUC28)

Conclusion A focus on PSM and more recent developments of an expanded framework around user orientation has reinforced the link between social commitment in motivation and engagement, which is fundamental to pension trusteeship. The need for social commitment extends across both public and private sectors. A more explicit articulation of ‘social altruism’ by practitioners and academics helps to highlight the moral as well as legal and economic aspects of the role which could impact on recruitment and selection at an institutional level (Perry et al 2010:684).

References Ambachtsheer, K. (2007) ‘The three grades of pension fund governance quality: Bad, better, and best’ Working Paper, July Rotman Management School, University of Toronto. Andersen, LB. and Pedersen, LH.(2012)’Public service motivation and professionalism’ International Journal of Public Administration 35: Perry, JL. (1996) ‘Measuring Public Service Motivation: An Assessment of Construct Reliability and Validity.” Journal of Public Administration Research and Theory 6: Perry, Jl. And Hondeghem, A. (2008) ‘Building Theory and Empirical Evidence about Public Service Motivation’ International Public Management Journal 11: Perry, JL., Hondeghem, A. and Wise, LR. (2010) ‘Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future’ Public Administration Review Sept/Oct