Public Service Motivation and Performance: A Critical Perspective

Petrovsky, Nicolai and Adrian Ritz. 2014. Public Service Motivation and Performance: A Critical Perspective. Evidence-based HRM 2 (1): 57-79. doi: 10.1108/EBHRM-07-2013-0020.

23 Pages Posted: 21 Jul 2013 Last revised: 8 Jul 2014

See all articles by Nicolai Petrovsky

Nicolai Petrovsky

University of Kentucky - James W. Martin School of Public Policy and Administration

Adrian Ritz

University of Bern - Center of Competence for Public Management

Date Written: December 16, 2013

Abstract

A growing body of literature points to the importance of public service motivation (PSM) for the performance of public organizations. The purpose of this paper is to assess the method predominantly used for studying this linkage by comparing the findings it yields without and with a correction suggested by Brewer (2006), which removes the common-method bias arising from employee-specific response tendencies. First, the authors conduct a systematic review of published empirical research on the effects of PSM on performance and show that all studies found have been conducted at the individual level. Performance indicators in all but three studies were obtained by surveying the same employees who were also asked about their PSM. Second, the authors conduct an empirical analysis. Using survey data from 240 organizational units within the Swiss federal government, the paper compares results from an individual-level analysis (comparable to existing research) to two analyses where the data are aggregated to the organizational level, one without and one with the correction for common-method bias suggested by Brewer (2006). Looking at the Attraction to Policy-Making dimension of PSM, there is an interesting contrast: While this variable is positively correlated with performance in both the individual-level analysis and the aggregated data analysis without the correction for common-method bias, it is not statistically associated with performance in the aggregated data analysis with the correction. The analysis is the first to assess the robustness of the performance-PSM linkage to a correction for common method bias. The findings place the validity of at least one part of the individual-level linkage between PSM and performance into question.

Keywords: Performance, Employee motivation, HRM in the public sector, Public service motivation, Common-method bias

JEL Classification: M54, M59

Suggested Citation

Petrovsky, Nicolai and Ritz, Adrian, Public Service Motivation and Performance: A Critical Perspective (December 16, 2013). Petrovsky, Nicolai and Adrian Ritz. 2014. Public Service Motivation and Performance: A Critical Perspective. Evidence-based HRM 2 (1): 57-79. doi: 10.1108/EBHRM-07-2013-0020. . Available at SSRN: https://ssrn.com/abstract=2296383 or http://dx.doi.org/10.2139/ssrn.2296383

Nicolai Petrovsky (Contact Author)

University of Kentucky - James W. Martin School of Public Policy and Administration ( email )

Lexington, KY 40506
United States

HOME PAGE: http://www.petrovsky.ws/

Adrian Ritz

University of Bern - Center of Competence for Public Management ( email )

Schanzeneckstrasse 1
Postfach
Bern, CH-3001
Switzerland

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