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.

1. Motivating Yourself and
Others

2. Presenters
Nouman Riaz
Khurram Shahzad
Muhammad Zubair

3. Nouman Riaz
“Experimental Evidence on the Relationship
between Public Service Motivation and Job
Performance”
Nicola Belle, 2012

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

7. Controlling variables
Beneficiary contact
Self-persuasion interventions
i.e.
Beneficiary
Contact
Job
Performance
PSM
PSM

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

11. Conclusion
Limitations
Primary contact
Sample confusion
Cross sectional Data
Constant base line PSM

12. Conclusion
Importance of positive Feed back
Importance of self values and
believes
PSM is not fixed, it is a dynamic
attribute

13. Change behavior of employees
rather changing nature of
organization.

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

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?

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.