1. Public Management Public Service Motivation Wednesday, June 10, 2015 Hun Myoung Park, Ph.D. Public Management & Policy Analysis Program Graduate School of International Relations

2. 2 Perry & Wise (1990) 1  “[A]n individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations” (p. 368)  Varies across countries  “The greater an individual’s public service motivation, the more likely the individual will seek membership in a public organization” (p.370)

3. 3 Perry & Wise (1990) 2  “In public organizations, public service motivation is positively related to individual performance” (p. 370)  “Public organizations that attract members with high levels of public service motivation are likely to be less dependent on utilitarian incentives to manage individual performance effectively” (p.371)

4. 4 Perry (1996)  Measure public service motivation using four dimensions - Attraction to public policy making - Commitment to public interest - Compassion - Self-sacrifice - Civic duty and social justice were taken out to have four dimensions (latent variables)

5. 55 DimensionQuestionnaire Items Attraction to Public Affairs Commitment to the Public Interest Compassion Self-Sacrifice Politics is a dirty word. (Reversed)* The give and take of public policymaking doesn’t appeal to me. (Reversed) I don’t care much for politicians. (Reversed) It is hard to get me genuinely interested in what is going on in my community. (Reversed) I unselfishly contribute to my community. Meaningful public service is very important to me. I would prefer seeing public officials do what is best for the community, even if it harmed my interests. I consider public service a civic duty. I am rarely moved by the plight of the underprivileged. (Reversed) Most social programs are too vital to do without. It is so difficult for me to contain my feelings when I see people in distress. To me, patriotism includes seeing to the welfare of others. I seldom think about the welfare of people whom I don’t know personally. (Reversed) I am often reminded by daily events about how dependent we are on one another. I have little compassion for people in need who are unwilling to take the first step to help themselves. There are few public programs I wholeheartedly support. (Reversed) Making a difference in society means more to me than personal achievements. I believe in putting duty before self. Doing well financially is definitely more important to me than doing good deeds. (Reversed) Much of what I do is for a cause bigger than myself. Serving citizens would give me a good feeling even if no one paid me for it. I feel people should give back to society more than they get from it. I am one of those rare people who would risk personal loss to help someone else. I am prepared to make enormous sacrifices for the good of society.

6. 6 Path Diagram of PSM

7. 7 Confirmatory Factor Analysis 1  Confirmatory factor analysis (CFA) to study public service motivation  Latent variable is a concept or factor that we want to know but is hardly observed directly.  Manifest (observed) variable manifests a factor (concept) and is easy to observed directly.  A latent variable causes manifest variables or is manifested by observed variables  To confirm the relationship between manifest variables and their latent variable.

8. 8 Confirmatory Factor Analysis 2  Latent variable (or random part) in a circle and manifest variable in a rectangular.  Latent variable = (manifest variable 1 + its random part) + (manifest variable 2 + its random part) + (manifest variable 3 + its random part) + … + random part of the latent variable  Random part indicates the proportion that that the variable cannot explain  Factor loading indicates the proportion that a manifest variable can explain the latent variable

9. 9 Kim et al. (2012)  International Instrument of Public Service Motivation (Kim et al. 2012)  Develop 33 questions  Attention to public participation  Public interests  Commitment to public values  Compassion  Self-sacrifice

10. 10 Antecedents of PSM  Perry (1997)  Parental socialization (modeling/relationship)  Religious socialization  Professional identification  Political ideology (liberal/conservative)  Individual demographic characteristics

11. 11 Process Theory of PSM 1 Perry (2000) Sociohistorical context: education (professional training), socialization (religion, parental relations), life event

12. 12 Process Theory of PSM 2 Motivational context: –Institutional incentives (beliefs, values, ideologies) –Job characteristics (routinized, ill-organized, etc.) –Organizational incentives –Work environment (rest room, furniture, ventilation, computer, Internet, anti- discrimination, etc.)

13. 13 Process Theory of PSM 3  Individual characteristics: –Abilities –Competencies –Self-concept (values and identity) –Self-regulatory processes  Behavior: –Rational choice by the logic of consequence –Rule-governed behavior –Obligation

14. 14

15. 15 Values of PSM  Not only rational choice (utility maximization) but also …  Understand the motivation structure of government employees and  Adjust incentives accordingly  Considered in recruitment, selection, promotion, and education/training  Motivation strategies by public managers (dynamic and ongoing processes)

16. 16 Public versus Private 1  Park and Perry (2013)  Analyze General Social Survey data  Public employees in government and for- profit organizations are alike in many respects  Nonprofit organizations (e.g., welfare, health, education) are growing and have employees whose characteristics are different from government employees.

17. 17 Public versus Private 2

18. 18 Public versus Private 3

19. 19 Methods for Motivation 1 Rainey (2009: 294) Improved performance appraisal systems. Reforms involving the use of group-based appraisals (ratings for a work group rather than an individual), or appraisals by a member’s peers. Merit pay and pay-for-performance systems. A wide variety of procedures for linking a person’s pay to his or her performance.

20. 20 Methods for Motivation 2 Broadbanding or paybanding pay systems. Pay systems in government and other settings have often had numerous pay grades and pay steps within those grades. A person would move step- by-step up these categories, usually moving only one step per year. Broadbanding systems collapse many of these steps and grades into broader “bands” or ranges of pay. This enables a supervisor to move a well-performing person to a higher pay level, faster.

21. 21 Methods for Motivation 3 Bonus and award systems. One-time awards for instances of excellent performance or other achievements. Profit-sharing and gain-sharing plans. Sharing profits with members of the organization (usually possible only in business organizations, for obvious reasons). Employee stock ownership plans are roughly similar, providing a means of rewarding employees when the organization does well.

22. 22 Methods for Motivation 4 Participative management and decision making. These involve a sustained commitment to engage in more communication and sharing of decisions, through teams, committees, task forces, general meetings, open-door policies, and one-to-one exchanges.

23. 23 Methods for Motivation 5 Work enhancement: job redesign, job enlargement, and rotation. Usage varies, but job redesign usually means changing jobs to enhance control and interest for the people doing the work. Job enlargement, or “horizontal loading,” involves giving employees a greater variety of tasks and responsibilities at the same skill level. Job restructuring, or “vertical loading,” involves giving employees more influence over decisions normally made by superiors, such as work scheduling, or, more generally, enlarging employees’ sense of responsibility by giving them control of a complete unit of work output