Public Management Public Service Motivation Friday, December 20, 2019

1. Public ManagementPublic Service MotivationFriday, December 20, 2019 Hun Myoung Park, Ph.D. Public Management & Policy Analysis ProgramGraduate School of International Relations

2. Perry & Wise (1990) 1 • “[A]n individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations” (p. 368) • Varies across countries • “The greater an individual’s public service motivation, the more likely the individual will seek membership in a public organization” (p.370)

3. Perry & Wise (1990) 2 • “In public organizations, public service motivation is positively related to individual performance” (p. 370) • “Public organizations that attract members with high levels of public service motivation are likely to be less dependent on utilitarian incentives to manage individual performance effectively” (p.371)

4. Perry (1996) • Measure public service motivation using four dimensions • Attraction to public policy making • Commitment to public interest • Compassion • Self-sacrifice • Civic duty and social justice were taken out to have four dimensions (latent variables)

5. Dimension Questionnaire Items Politics is a dirty word. (Reversed)* The give and take of public policymaking doesn’t appeal to me. (Reversed) I don’t care much for politicians. (Reversed) It is hard to get me genuinely interested in what is going on in my community. (Reversed) I unselfishly contribute to my community. Meaningful public service is very important to me. I would prefer seeing public officials do what is best for the community, even if it harmed my interests. I consider public service a civic duty. I am rarely moved by the plight of the underprivileged. (Reversed) Most social programs are too vital to do without. It is so difficult for me to contain my feelings when I see people in distress. To me, patriotism includes seeing to the welfare of others. I seldom think about the welfare of people whom I don’t know personally. (Reversed) I am often reminded by daily events about how dependent we are on one another. I have little compassion for people in need who are unwilling to take the first step to help themselves. There are few public programs I wholeheartedly support. (Reversed) Making a difference in society means more to me than personal achievements. I believe in putting duty before self. Doing well financially is definitely more important to me than doing good deeds. (Reversed) 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. I feel people should give back to society more than they get from it. I am one of those rare people who would risk personal loss to help someone else. I am prepared to make enormous sacrifices for the good of society. Attraction to Public Affairs Commitment to the Public Interest Compassion Self-Sacrifice 5

6. Path Diagram of PSM

7. Confirmatory Factor Analysis 1 • Confirmatory factor analysis (CFA) to study public service motivation • Latent variable is a concept or factor that we want to know but is hardly observed directly. • Manifest (observed) variable manifests a factor (concept) and is easy to observed directly.

8. Confirmatory Factor Analysis 2 • A latent variable causes manifest variables or is manifested by observed variables • To confirm the relationship between manifest variables and their latent variable. • Latent variable (or random part) in a circle and manifest variable in a rectangular.

9. Confirmatory Factor Analysis 3 • Latent variable = (manifest variable 1 + its random part) + (manifest variable 2 + its random part) + (manifest variable 3 + its random part) + … + random part of the latent variable • Random part indicates the proportion that that the variable cannot explain • Factor loading indicates the proportion that a manifest variable can explain the latent variable

10. Kim et al. (2012) • International Instrument of Public Service Motivation (Kim et al. 2012) • Develop 33 questions • Attention to public participation • Public interests • Commitment to public values • Compassion • Self-sacrifice

11. Antecedents of PSM • Perry (1997) • Parental socialization (modeling/relationship) • Religious socialization • Professional identification • Political ideology (liberal/conservative) • Individual demographic characteristics

12. Process Theory of PSM 1 • Perry (2000) • Sociohistorical context: • education (professional training) • socialization (religion, parental relations), • life event

13. Process Theory of PSM 2 • Motivational context: • Institutional incentives (beliefs, values, ideologies) • Job characteristics (routinized, ill-organized, etc.) • Organizational incentives • Work environment (rest room, furniture, ventilation, computer, Internet, anti-discrimination, etc.)

14. Process Theory of PSM 3 • Individual characteristics: • Abilities • Competencies • Self-concept (values and identity) • Self-regulatory processes • Behavior: • Rational choice by the logic of consequence • Rule-governed behavior • Obligation

16. Values of PSM • Not only rational choice (utility maximization) but also … • Understand the motivation structure of government employees and • Adjust incentives accordingly • Considered in recruitment, selection, promotion, and education/training • Motivation strategies by public managers (dynamic and ongoing processes)

17. References • Kim, Sangmook, Wouter Vandenabeele, Bradley E. Wright, Lotte Bogh Andersen, Francesco Paolo Cerase, Robert K. Christensen, Celine Desmarais, Maria Koumenta, Peter Leisink, Bangcheng Liu. 2012. Investigating the structure and meaning of public service motivation across populations: developing an international instrument and addressing issues of measurement invariance. Journal of Public Administration Research and Theory 22(1): 1-24. • Perry, James L. 1996. "Measuring Public Service Motivation: An Assessment of Construct Reliability and Validity," Journal of Public Administration Research and Theory 6(1): 5-22.

18. References • Perry, James L. 1997. "Antecedents of Public Service Motivation," Journal of Public Administration Research and Theory 7(2): 181-197. • Perry, James L. 2000. "Bringing Society In: Toward a Theory of Public-Service Motivation," Journal of Public Administration Research and Theory 10(2): 471-488. • Perry, James L., and Lois Wise. 1990. "The Motivational Bases of Public Service," Public Administration Review 50(3): 367-373. • Rainey, Hal. 2009. Understanding and managing public organizations, 4th ed. Jossey-Bass.