1. Presentation by Hayley
Brooks
56:834:525 Public &
Non-Profit Administration
Summer 2015 Online
Dr. Mareschal
Motivation & Incentive
Non-Profit Museum located in Rapid City, South Dakota

2. Overview
 Motivation in the non-profit sector
 Individual Public Service Motivation & Impact
 Discuss and analyze current motivation and incentive
practices at the Minnilusa Pioneer Museum
 Recommendations for improvement

3. DEFINITIONS
 MOTIVATION: “to provide with an incentive” or create an impulse, “as an
emotion, desire, or psychological need, acting as incitement to action”
(Webster 1984, 772)
 INCENTIVE: “something, as the fear of punishment or the expectation of
reward, that incites one to action or effort” (Webster 1984, 618)
 Positive & Negative:
 E.g.
 Reprimand for incomplete or poor work
 Praise or reward for a job well done

4.  Organization:
 Structure includes Board of Directors, Executive
Director, Curator, Staff, Volunteers
 Audience consists of supporters, sponsors, donors,
community members, visitors (repeat & one-time)
 Unique make up of internal staff:
 Different levels of paid staff
 Large number of volunteers
Why understand what
motivates them?
Reid Reiner
Executive Director
Carol Reed
Curator of Minnilusa
Stella Hughes
Volunteer

5.  Motivation affects attitude, which impacts the organization.
 When motivation is hindered, “morale goes down along with
productivity and job effectiveness” (Varner Jr. 1983, 15)
 “Performance of the employee would directly affect the public perception
of the museum and could adversely affect attendance” (Reed 2015,
interview)
 Staff and Volunteers are crucial members of the organization, “front-line”
members with direct contact to visitors – without them there wouldn’t be
an organization

6. Perry & Wise (1990) introduced the
theory of public service motivation
• Describes “attraction that some
people have to public service
works and public
organizations”
• Ties PSM into job performance
and longevity within an
organization
• Recognizes pre-organization
and post-organization factors
influence and individual’s level
of PSM
 Pre-Organization Factors:
 Maslow’s “hierarchy of needs”
 Food, clothing, shelter;
 Safety-security;
 Sense of belonging/recognition;
 Self esteem (sometimes referred to as the level of
prestige/power) and;
 Self realization/self actualization
 (Varner Jr. 1983, 13)
 Sheer pleasure or fun / interest in area
 “If I don’t, who will” feeling of obligation

7. Post-Organization Factors:
• Culture and environment
• Relaxed, friendly atmosphere incites
friendships based on mutual interests
• Feeling of being a part of a team working
toward the same goal
• Incentives:
• Monetary Incentive
• Recognition within the organization
• Public Recognition
• Appreciation events
• Task appropriateness:
• Mundane or onerous tasks lead to lower
motivation
• Poor pairing of job with volunteer or staff
decreases drive to perform job
• Employees with higher job satisfaction have
higher drive to continue their work (Bright
2005, 140)
Fig. 1 Tonin 2010. Online. http://wol.iza.org/articles/are-
workers-motivated-by-the-greater-good

8. Minnilusa, far so good! So what is next?
 In July 13, 2015 interviews with Executive Director
Reid Reiner and Minnilusa Pioneer Museum’s
curator Carol Reed, “antiquated” systems and
outdated technology was brought up as an area
in need of improvement.
 Implications:
 Tasks are harder to complete
 Unsupported systems sometimes make staff
feel their work is unimportant
 Frustration and tension is created when a task
is unable to be completed because the current
systems cannot handle or are unequipped to be used to complete the task

9. • Strengthen Internal
Communication:
• Increased communication with
existing and past volunteers to
maintain the sense of belonging
• Increase Public Visibility:
• Increase collaborative efforts with
other organizations in the area
• sense of community & belonging
• Planning, Organizing, Tracking
Fundraisers and other campaigns
• Expand resources for incentives
• Expand/broaden future volunteer
base
• Attract new group of persons by
increasing mission awareness and
drawing interest into the MPM

10. Conclusion:
 Incentives are the driving factors for motivation.
Motivation is the complex driving factor for all staff and
volunteers. Many factors within an organization can
impact the level of motivation employees have, it is up
to us to figure out what those driving factors are, and
help push our staff and volunteers to stay motivated and
excited about the organization.

11. References:
 Bright, Leonard. “Public Employees With High Levels of Public Service Motivation:
Who Are They, Where Are They, and What do They Want?”. Review of Public
Personnel Administration 25, no. 2 (2005) : 138-154.
 Perry, James L. and Wise, Lois Recascino. “The Motivational Bases of Public Service”.
Public Administration Review 50, no. 3 (1990): 367-373.
 Tonin, Micro. “Are workers motivated by the greater good?” IZA World of Labor ,
March 2015. http://wol.iza.org/articles/are-workers-motivated-by-the-greater-
good.
 Varner Jr., Albert F. “What Motivates the Volunteer?” NonProfit World Report (1983):
12-15.