1 / 26

Public Service Motivation : Algemene en specifieke motivatiepatronen in de publieke sector

Public Service Motivation : Algemene en specifieke motivatiepatronen in de publieke sector. Stichting beroepseer : 1 oktober 2008. dr. Wouter Vandenabeele Public Management Institute. Introduction. Focus on ‘public service motivation’ General introduction to motivation

huong
Download Presentation

Public Service Motivation : Algemene en specifieke motivatiepatronen in de publieke sector

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Public Service Motivation : Algemene en specifieke motivatiepatronen in de publieke sector Stichting beroepseer : 1 oktober 2008 dr. Wouter Vandenabeele Public Management Institute

  2. Introduction • Focus on ‘public service motivation’ • General introduction to motivation • Concept ‘public service motivation’ • Applied ‘public service motivation’ • Current issues

  3. Motivation in the public sector (1) • Important with regard to performance : • General truth in management • Especially in government, motivation is a critical success factor (‘Why elephants gallop…’) • Demands from society towards government have grown; NPM and performance measurement (omnipresent) are natural reactions Motivation is an important factor and one cannot do without

  4. Motivation in the public sector (2) • Tight labour market enhances the importance of motivation • ‘Tightening’ is still growing • Ageing has two components : more older workers (‘retention’) and less younger (‘branding’) • War for talent • Attraction-selection-attrition : based upon ‘fit’ and consequently motivation • Ethics • Insufficient accountability systems, motivation is extra guarantee • Market based governmental organizations run, by definition, a risk to ‘moral hazard’ and ‘ goal displacement’

  5. Overview motivation (1) • Motivator-hygiene theory (Herzberg) : • Work motivation • Extrinsic : ‘not directly related to task performance, rather to the its consequences’ (indirect – KITA : salary, labor conditions, status, …) • Intrinsic : ‘directly related to task performance’ (direct : achievement, task itself, autonomy, …) • Motivator vs. hygiene factors

  6. Overview motivation (2) • Goal-setting theory (Locke and Latham) : • Work motivation • Goals are the crucial element : • Goal content • Goal commitment • Goal content : • Specific and challenging goals motivate • Goal commitment : • Important goals (valence) and self-efficacy motivate

  7. Overview motivation (3) • Self-determination theory (Deci and Ryan) : • General behavioral motivational theory • Distinction between autonomous vs. controlled motivation

  8. Overview motivation (4) • Self-determination is related to basic need satisfaction : • Autonomy • Competence • Relatedness • Basic needs are universal • Basic needs stem from ‘security’ or ‘reducing insecurity’ • Socialization mechanism for identities (link to society)

  9. Motivation in the public sector (1) • Different types of motivation : • Motivation to join • Motivation to stay • Motivation to perform • ‘Public sector motivation’ and ‘public service motivation’ : • Public sector motivation : amalgam • Public service motivation : refers to delivering meaningful public service

  10. Motivation in the public sector (2) • Distinction public service motivation (PSM) and public sector motivation • Example : motivation to join Flemish government

  11. Definitions PSM • Perry : ‘an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions’ • Brewer : ‘motivational force that induces individuals to perform meaningful public service’ • Rainy & Steinbauer : ‘a general altruistic motivation to serve the interests of a community of people, a state, a nation or humankind’ • Vandenabeele : ‘the belief, values and attitudes that go beyond self-interest and organizational interest, that concern the interest of a larger political entity and that motivate individuals to act accordingly whenever appropriate’

  12. Dimensions of PSM • Perry : four dimensions • Politics and policy-making • Public interest • Compassion • Self-sacrifice • Vandenabeele : extra dimension • Democratic governance (‘les lois Rolland’)

  13. Cause and consequence (1) • Demographics : • Gender • Age • Education • Institutional : • Various focus in various countries • Various types of socialization • Organizations • Transformational leadership Institutional explanation

  14. Cause and consequence (2) • Consequence within the organization (government) : • Employer attractiveness • Job retention • Performance • Job satisfaction • Organizational commitment • Incentive preference • Consequences outside the public organization : • ‘Social capital’ and ‘volunteerism’ • ‘Organizational citizenship’ and ‘corporate social responsibility in private organizations

  15. A theory of PSM (1) • Institutions : • ‘ a formal or informal, structural, societal or political phenomenon that transcends the individual level, that is based on more or less common values, has a certain degree of stability and influences behavior‘ • Logic of appropriateness vs. logic of consequence • Identities as building blocks of the self • Institutional theory has some difficulties

  16. A theory of PSM (2) • Supplement through self-determination theory : • Continuum of internalization identities • Basic psychological needs satisfaction : • Autonomy • Competence • Relatedness • Supplement through Person-Environment Fit Theory : • Various types

  17. A theory of PSM (3)

  18. Applied PSM (1) • Not a ‘one-size-fits-all’ solution • No integrated example, only fragments • On a theoretical basis five levels can be discerned (Paarlberg et al) : • HR-processes • Job • Work environment • Organizational mission • Society

  19. Applied PSM (2) • Integrating PSM in HR processes : • PSM as a selection criterion • Formal and informal opportunities to socialize newcomers into ‘public values’ • Develop performance appraisals and monitoring systems that include PSM

  20. Applied PSM (3) • Creating meaning at the job level : • Promote the social and societal significance of the job • Set clear goals and translate the broad organizational mission into meaningful work expectations

  21. Applied PSM (4) • Create a supportive work environment : • Develop self-regulating work structures (basic need satisfaction vs. control systems) • Develop cooperative interpersonal relationships (co-worker and supervisor), based upon public service values • Create incentive that result in a fit between personal and organizational values

  22. Applied PSM (5) • Integrate public service into mission and strategy : • Make vision and mission tangible, basing it upon employees ‘zone of existence’ • Promote values-based/transformational leadership (avoid transactional leadership)

  23. Applied PSM (6) • Outside the organization – societal level : • Foster organizational support for PSM as a part of the professional and educational curriculum • Provide opportunities for pre-service experience • Discuss the role of public service across society

  24. Important issues (1) • Motivation crowding-out : • Process in which motivation replaced one another • Controlled motivation replaces autonomous motivation • A reality in a public sector in reform • Problem : • Autonomous is better • Autonomous is necessary, both in a classic bureaucracy and in a market-based public sector

  25. Important issues (2) • PSM outside the public sector : • Non-profit : • Logical complement • Sometimes more applicable because of NPM reforms • Private sector : • Corporate social responsibility • Organizational citizenship behavior

More Related