In order to ensure the valid study of watching impact of public service motivation on job performance and performance efficiency 3 partakers of one group have reviewed three articles specifically related to Motivation in public sector and summarized their understandings in presentation.
4. Motivation
a reason or reasons for acting or
behaving in a particular way.
Public Service Motivation:
An individual’s predispositions to respond
to motives grounded primarily or uniquely
in public institutions and organizations.
(Perry and Wise, 1990)
5. Literature
Past studies showed the positive
relationship between PSM and Job
performance (Perry and Wise, 1990)
Commitment to public interest is one of
some dimensions of PSM. Andersen and
Serritzlew (1989)
Intrinsic motivation is more applicable in
public sector. (Aronson and Elliot, 1999)
6. Research Motives
Previous studies relied mainly on
observational designs
Need of experimental research for
more accuracy
Comparison of control group
8. Hypothesis
1A: Direct contact with beneficiaries has a positive effect on job
performance.
1B: Self-persuasion interventions have a positive effect on job
performance.
2a: Baseline PSM strengthens the positive effect of contact with
beneficiaries on job performance.
2B: Baseline PSM strengthens the positive effect of self-persuasion
interventions on job performance.
3A: An increase in employee PSM mediates the positive effect of
contact with beneficiaries on job performance.
3B: An increase in employee PSM mediates the positive effect of self-
persuasion interventions on job performance.
9. Methodology
Random Sample of 90 individuals
out of 279 individuals
279 out of total of 1100 individuals
3 groups containing 30 individuals
in each
Control Group, Group A, Group B
10. Test and Results
Same general information
Differentiation in tests and
observation
Enhanced PSM
14. “Public Service Motivation Research:
Achievements, Challenges, and Future
Directions”
James L. Perry & Wouter Vandenabeele
Public Administration Review
Muhammad Zubair
15. Purpose of the Research
• To identify achievements and progress made
in the field of public service motivation since
1990 and to look at the challenges and the
agenda for future research.
16. Research Methodology
• The stock of research and the future
agenda has been derived from the
symposium of five articles accompanying
the leading article: “The Motivational Bases
of Public Service”, appeared in the 50th-
anniversary volume of “Public
Administration Review”
17. The article carries the following
research questions:
1) Do we have made significant progress in research on
public service motivation since 1990?
2) What are the new challenges faced by public service
motivation?
3) What are the new proposals that will be beneficial for
understanding public service motivation?
18. The article carries the following
research questions:
4) Does public service motivation managed to
get recognition in fields outside public
administration?
5) What are the measures to better capture
loyalty to governance regime as an institutional
dimension of the public service motivation
construct?
19. Findings of the Research:
The article says that the formal study of public
service motivation has been undertaken by scholars in
countries around the world.
The only reason of the popularity of public service
motivation is that it represents a distinctive feature of
public administration but it has managed to get
recognition in fields outside public administration.
20. Findings of the Research:
Public service motivation has flourished but it also
confronts some challenges like quality and quality
control of public service motivation, its limitations and
measurement scale.
Authors believe that dimensions that capture an
individual’s disposition toward the governance regime
ought to be part of a global measure of public service
motivation.
21. The article calls for more experimental and laboratory research and
emphasizes the application of public service motivation and job
satisfaction relationship.
The article stresses on the study of self-sacrifice and self-
determination theory.
The authors believe that rapid development of quantitative research
about public service motivation has left us with a dearth of direct,
formal studies of the phenomena and now is the time to change it.
Job demand resources theory of Bakker (2015) has been considered
important as public service motivation and work engagement
influence employee performance.
22. Critical Review
• The article got the broad stock of research in the field of
public service motivation.
• Authors have highlighted the arguments and their solutions,
presenting new and beneficial proposals for the progress of
public service motivation, making it more understandable.
• The article shows no details regarding challenges like
limitations and measurement scale of public service motivation.
23. • The article provides answers for some of the questions that
have been raised in the previous articles and showcases
methods and research directions that are important for future
research.
• Authors have mentioned Bakker’s and Pederson’s theory
but they make it difficult to understand without prior
knowledge of these theories.
• The article provides some future directions that seem to be
useful for the progress in the field of public service
motivation.
24. TWO-FACTOR THEORY
The two-factor theory (also known as Herzberg's motivation-
hygiene theory and dual-factor theory) states that there are
factors in the workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction. It was developed by
psychologist Frederick Herzberg.
Intrinsic Motivation When you're intrinsically motivated, your
behavior is motivated by your internal desire to do something for
its own sake -- for example, your personal enjoyment of an
or your desire to learn a skill because you're eager to learn.
Extrinsic Motivation When you're extrinsically motivated, your
behavior is motivated by an external factor pushing you to do
something in hopes of earning a reward -- or avoiding a less-
positive outcome
25. Presented by: Khurram Shahzad
TOPIC:
A JOB DEMANDS-RESOURCES APPROACH TO
PUBLIC SERVICE MOTIVATION
Arnold B. Bakker
26. Public Service Motivation
An altruistic motivation to serve the
interests of a community of people,
a state, a nation or humanity.
(Rainey and Steinbauer 1999,23)
27. Introduction:
High job demands and resources leads to high
PSM.
Highly motivated people have optimal approach to
assist the people in better way.
High job demands and low resources leads to low
PSM and in turn leads to exhaustion and burnout.
Pro-social behavior.
PSM is related to Organizational commitment.
28. Purpose Of the Article:
This is a theoretical article and is based on
conceptual framework.
The Article integrate the PSM literature with job
demands-resources theory and the work engagement
literature to develop a model of PSM that may guide
future research.
29. Employee Work Engagement
A positive, fulfilling work related state of mind that is
characterized by vigor, dedication, and absorption.
Difference of the constructs:
Work engagement (vigor, high-arousal states such as
excitement, energy, enthusiasm)
Job satisfaction (low-arousal positive experience indicated
by happiness, contentment and pleasure)
Organizational commitment (committed to the goals and
objectives of the organization)
30. Research objective:
The objective of this literature is to assess the impact of job demands-
resources theory and the work engagement literature to develop a model of
PSM that may guide future research.
Research Questions:
Is high job demand leads to the exorbitant stress and strain which in turn
results in low public service motivation?
How better resources motivate public servants to help the people?
What factors undermine the employee’s behaviour when job demand is high?
How work engagement relates with job demands-resources approach?
How undermine and exhausted public servants overcome these malfunctions?
31. Methodology
The author narrates the research of other authors who proposed
the six crucial building blocks. They conducted cross sectional,
longitudinal research designs.
In these studies, scholars typically investigate differences between
individuals on the basis of job demands and job resources as well as
burnout and work engagement.
32. Job Demands-Resources Theory:
The theory can be subsumed using six crucial building blocks.
What impact demand and resources have?
Impact on employees
JR act as buffer (extrinsic motivation)
Use of personal resources (intrinsic motivation)
Using proactive behavior
Gain and Loss cycle
33.
34. A job demands-Research Approach to
PSM:
Proposition 1: PSM moderates the positive relationship between daily
job demands and exhaustion. This relationship is weaker for individuals
with high (versus low) levels of PSM.
Proposition 2: PSM moderates (a) the negative relationship between
daily exhaustion and performance, and (b) the positive relationship
between daily exhaustion and self-undermining. These relationships are
weaker for individuals with high (versus low) levels of PSM.
Proposition 3: PSM moderates the positive relationship between daily
job resources and work engagement. This relationship is stronger for
individuals with high (versus low) levels of PSM.
35. Proposition 4: PSM moderates the positive
relationship between daily work engagement and
performance and (b) job crafting. These
are stronger for individuals with high (versus low)
levels of PSM.
Proposition 5: Daily exhaustion has a negative
relationship with PSM.
Proposition 6: Daily work engagement has a
positive relationship with PSM.
Proposition 7: Performance has a positive
relationship with PSM.
36. Managerial Implications:
Managers to be keep a vigilant eye on daily job
demands and job resources and engage trainings
and counseling for employees. PSM to be used
during recruitment and selection.
Findings:
The present article indicates that daily job
resources, including performance feedback,
transformational leadership, and task significance
crucial. Annual work engagement surveys may
function as a yearly thermometer and could
as a performance goal for managers.
37. Conclusion:
Public servants motivation hikes when they enter their profession.
They can wield job demands by their sense of calling and proactive
behavior. Lieu of this they get exhausted and dizzy when they can’t
manage the job demands and it upshots in strengthen the loss cycle
and weakens the gain cycle. While adequate use of job resources
leads to organizational commitment and optimal performance.
Future Research Topics:
The author indicates that we still little know about the mechanism
that make PSM work.
How does PSM help deliver high-quality services?
When do Public servants manage to sustain their PSM?
How managers link PSM while driving performance?
38. CRITICAL VIEW POINT
The research has no practical implementation, because
has a theoretical framework.
The propositions are based on the assumptions of the
author, while these are yet not implemented.
The author proposes an annual based performance
system while the job demand is increasingly day by day,
so how the employee overcome its daily job demands?
Which daily job demands and daily job resources fuel
the pro-social fire?
39.
40. Bridging Articles
Concept of serving humans (contact with
beneficiaries)
High baseline motivation is strong mediator
Job demand
Intrinsic Motivation
Self-Persuasion is important
More experimental research is required
41. Analogies between Chapter and Articles
Correlation among Public service motivation, job
engagement and job performance.
Passion of serving public is integral part of PSM
People can be motivated by multiple factors
Intrinsic
Extrinsic
Its not about Public or Private, its about level of
motivation.
Editor's Notes
Motivation itself a cognitive support or a mental declaration from human mind to perform things in any manner, if the motivation is positive the output drawn from that motivation will also be positive, if motivation is negative, the output drawn from that motivation will also be negative.
Now we need to specify the motivation in terms of public sector that is specifically called PSM.
Tendencies of an individual that how would he or she perform his/her duties and tasks specifically when he/she is working for public sector organization.
Number of articles have been reviewed and cultivated by the author of this article. More of previous research has built the belief that public service motivation is directly related to job performance of employees in public sector. It means if the employees are positively motivated about their service they will come up desired performance and results.
Research also declared that the motivation in public is mainly a type of intrinsic motivation or implicit or intangible motivation that doesn’t require monetary benefits.
Definitely, human observations can always be full of errors, there is always a need to test things on the basis of changing facts and figures in comparison with static ones.
Researcher has not directly measured the impact of PSM on job performance, he has considered 2 variables and because we have discussed that motivation in public sector mainly related to intrinsic motivation so both of these variables would enhance the intrinsic motivation of employees.
1st, the contact with beneficiary means the interaction between a public servant and his immediate respondent, the person to whom he has actually served at the moment. Examples. The second variable is self-persuasion, because motivation is actually an inner feeling so it cannot be fully administered by others. It is important to know the values and beliefs of the public servant.
You may see the theoretical model of this research that Beneficiary contact can enhance PSM and PSM will affect job performance.
whether contact of public sector employees with beneficiaries impacts job performance positively?
Whether baseline PSM can be useful to enhance job performance while contacting with beneficiaries?
If baseline PSM increases or decreases, what effects it can create of contacting with beneficiaries on job performance?
Does self-persuasion impact job performance positively?
What are the effects of self-persuasion interventions on base line PSM so it can affect job performance noticeably?
There was a total staff of 1100 employees in the hospital out of which 279 persons agreed voluntarily to be part of this research and further researchers randomly select 90 individuals out 279.
3 groups were made of 30 30 people, 1st group was a control group, 2nd group was formed to see the effects of interaction between employees and beneficiaries and 3rd group was formed to identify the impact of self-persuasion interventions. Demographics of groups were tested through regression analysis and the results were satisfactory.
Medical practitioners who have performed their services in war zone were treated as beneficiaries while the primary beneficiaries should be the patients.
There is also a confusion about sample size, because the nurses who have been selected were among those 279 who voluntarily wanted to participate, what about those who did not even want to participate in the experiment?
That data were longitudinal, it is not obtained in different phases.
The base line PSM of all nurses seems same.