1. Government is Different Understanding and Developing Public Service Motivation in your Organization.

2. How did it used to be? “Admittedly there are many positions in government in which persons may function very much as they would outside of government. This is true chiefly in such lower – bracket jobs as those of charwomen, elevator operators, messengers, clerks, and typists. Yet even with respect to these there are countless instances where the employee works for the government because he definitely prefers public employment and where that preference has served the public interest. The public would be gratified and moved if it could know of them.” “In my judgment no one can serve the public as it should be served by a governmental official unless he has a public-interest attitude with certain special characteristics.” -Paul Appleby 1945 “In servitute rei publicae vitam dedicavit” (A life dedicated to public service) is a Latin epitaph bestowed upon Roman citizens to honor a life of service

8. “The protections of a civil-service career attract individuals who lack confidence, competence, drive, and courage; the consequence is a contagion of bureaucratic timidity... ‘a dominant personality type does emerge... Civil servants are too often mother’s little boys and daddy’s little girls who have learned to expect security without having to earn it.’” - Charles Goodsell (quoting Charles Peters) 2004

9. The Reality of Public Service The “image of bureaucrats as lazy and indifferent, propagated by politicians, the public, and even some scholars is wholly inaccurate.” - Brehm and Gates, 1997 “One of the great paradoxes of American public service is that the citizenry, which regularly depends upon government’s services, has a cynical view of government. No group is more maligned by the public than those who serve the public.” - Ban and Ricucci (1991)

10. We are Worried... “The workforce constraints combined with the negative public perception of government presents serious employee engagement and morale issues. Additionally, as the economy improves, state and local governments will need to focus on the retention of current employees, as well as developing strategies to ensure that they are viewed as an employer of choice.” -Neil E. Reichenberg, executive director of IPMA-HR. “Employee morale and engagement continues to be the top challenge facing the country’s state HR directors. The effects of budget cuts, such as layoffs, furloughs, and pay freezes, coupled with a less than optimal public perception of state employees has taken its toll on the state government workforce.” -Leslie Scott, director of NASPE

11. The Legislature will respond to the public The Legislature will respond to the public Recruiting and Retaining Talent Recruiting and Retaining Talent The psyche and morale of government employees: Self-fulfilling Prophecy. The psyche and morale of government employees: Self-fulfilling Prophecy. Why Should we be Worried With the Perception?

12. What are the “Real” Differences in Government? Constraints Constraints Politics Politics The Sector Paradox The Public Sector Paradox “But all government agencies have in common certain characteristics that tend to make their management far more difficult than managing a McDonald’s. These common characteristics are the constraints of public agencies.” -James Q. Wilson, 1989

13. Public Sector Paradox 3 Implications of the Paradox 1. Leading in the Public Sector is more complicated than in less paradoxical environments 2. Public Managers tend to underplay or disclaim their accomplishments 3. Improving public management will benefit from understanding the “Paradox” Positive Force: Public Service Motivation, Common Good, Organizational Purposes Negative Force: Legislative Constraint, Bureaucracy, Public Perceptions of Government work (and workers).

14. Public Service Motivation Public Policy Making Self Sacrifice Public Interest/ Civic Duty Compassion “An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.” Perry and Wise, 1990

15. Public Policy Making “An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.” Perry and Wise, 1990 The give and take of public policy making appeals to me I respect officials who can turn a good idea into law I don’t see “Politics” as a dirty word

16. Compassion “An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.” Perry and Wise, 1990 I am moved by the plight of the underprivileged I often think about the welfare of people whom I don’t know personally It is difficult for me to contain my feelings when I see people in distress

17. Public Interest/ Civic Duty “An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.” Perry and Wise, 1990 I consider public service my civic duty Public service is one of the highest forms of citizenship It is not hard for me to get intensely interested in what is going on in my community

18. Self Sacrifice “An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.” Perry and Wise, 1990 Making a difference in society means more to me than personal achievements 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

19. Public Service Motivation Public Policy Making Self Sacrifice Public Interest/ Civic Duty Compassion “An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.” Perry and Wise, 1990

20. Samaritans They see themselves as guardians of the underprivileged and are moved when they observe people in distress These individuals are motivated because they find their work intrinsically satisfying and would help people in need even if they were not paid to do so However, they hold relatively high expectations for the people they assist; that is, they are put off by individuals who are unwilling to help themselves Scope of Concern: Individuals

21. Communitarians They are motivated and stirred by sentiments of civic duty and public service Communitarians believe there is a unique connection between public servants and citizens. According to this group, public service is ‘one of the highest forms of citizenship’ – an avenue by which a person can serve his or her community and country. Communitarians differ from Samaritans in that they feel no special compunction to help underprivileged, distressed, or disadvantaged citizens. Scope of Concern: Community

22. Patriots Patriots act for causes much bigger than themselves, protecting, advocating and working for the good of the public. Patriots have a unique sense of loyalty to duty; they put ‘duty before self.’ They offer a unique combination of idealism and activism in that they are willing to risk everything for the rights of others and for the good of society. Scope of Concern: The Nation

23. Humanitarians Humanitarians are motivated by a strong sense of social justice and public service. They believe that if any group is excluded from society’s prosperity, the entire society is worse off. Humanitarians are driven by a desire to make a difference in society: making a difference means more to them than personal achievement. Scope of Concern: Humankind

24. SamaritansCommunitariansPatriotsHumanitarians Attraction to Public Policy Making Commitment to the Public Interest/Civic Duty Self-Sacrifice Compassion

25. Socio-Historical Factors Parents Religiosity Professional Association Other Considerations PSM Public Policy Making Public Interest/Civic Duty Compassion Self-Sacrifice The Public Service Motivation Model

26. Socio-Historical Factors ParentsReligionProfessional Association Public Service Motivation Parental modeling leads to PSM This is found with most altruistic behaviors. Heavy church involvement may decrease PSM However, “Closeness to God” is positively correlated to PSM Professional Identification may decrease PSM (Policy Making) Some PA scholars would say “yeah, no kidding.”

27. Other Characteristics GenderEducationManagementMonetary Incentive Public Service Motivation Women have more PSM than Men (shaky data) Gender Roles: Aggression and Competition vs. Support. Higher levels of education tends towards higher PSM Education leads to awareness of how public service benefits society Positive relationship between management level and PSM Why? What would Maslow say? More PSM means less desire for monetary rewards Still not as significant as management level

28. Socio-Historical Factors Parents Religiosity Professional Association Other Considerations Organizational Leadership PSM Public Policy Making Public Interest/Civic Duty Compassion Self-Sacrifice Performance Persistence Output Productivity Job Satisfaction Organizational Commitment “PSM may be formed by socio-historical factors before employees enter the organization, but it will also be influenced by the organizational environment in which employees find themselves.” -Moynihan and Pandey, 2007 The Public Service Motivation Model

29. Leadership and PSM Public Organizations should be “encouraging public employees to feel that they are personally contributing to an organization that performs a valuable service. The research also suggests the importance of communicating to public employees the centrality of their role in the organization and the real benefits that their contribution makes to society – an organizational trait that is currently unfamiliar to many public employees.” Moynihan and Pandey, 2007 Personal Contribution Goal Setting Give the “Why?”

30. Leadership and PSM Red tape reduces PSM “Red Tape discourages employees from believing they are serving the public good, but active reform efforts to increase managerial authority and focus on results can reinvigorate PSM among managers.” -Moynihan and Pandey, 2007 Reduce Red Tape Show a “Good Faith Effort.” Give the “Why?”

31. Leadership and PSM “In other words, managers can inspire their employees to work harder by clearly communicating how their work benefits society.” -Bradley Wright, 2007 Increase Mission Valence Help Employees See their importance Give the “Why?”

32. Leadership and PSM “While many organizational factors are relatively constrained, leaders who offer a vision, set a positive example, encourage innovation, and foster a sense of organizational pride can encourage PSM.” -Wright, Moynihan, and Pandey, 2012 Increase Self-Efficacy Model Success and Effectiveness Increase “Public Service Perceived Efficacy”

33. Leadership and PSM Employees “exposed to either contact with program beneficiaries or self-persuasion interventions showed statistically significant increases in their levels of PSM compared to a control group. This suggest that levels of PSM among an organization’s employees at any given time are not only attributable to attraction- selection-attrition mechanisms, but also may be influenced through organizational processes. -Nicola Belle, 2012 Beneficiary Contact Tell Stories if it can’t be in Person Engage in Self-Persuasion

34. Leader (Supervisor) Employee Customers The Media Legislature The Public

35. Other Relevant PSM Info... Length of Organizational Membership reduced PSM Hierarchy does NOT reduce PSM Employees with high levels of PSM may be difficult to manage if they believe the public service mission is being compromised or if they feel frustrated in their ability to serve their scope of concern.

36. Socio-Historical Factors Parents Religiosity Professional Association Other Considerations Organizational Leadership PSM Public Policy Making Public Interest/Civic Duty Compassion Self-Sacrifice Performance Persistence Output Productivity Job Satisfaction Organizational Commitment The Public Service Motivation Model

37. Government is Different Understanding and Developing Public Service Motivation in your Organization.