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Does the love of money moderate the relationship between public Does the love of money moderate the relationship between public professionals in the public sector

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  • Bang-Cheng Liu
  • Thomas Li-Ping Tang

Abstract

To what extent do attitudes toward money - specifically, the love of money - moderate the relationship between public service motivation and job satisfaction among public sector professionals in China? The authors collected data from full-time public sector professionals who also were part-time students in a master of public administration program in eastern China. After confirmatory factor analyses, the regression results show that a public servants love of money moderates the relationship between public service motivation and job satisfaction - that is, individuals with a strong love of money have a significantly stronger relationship between public service motivation and job satisfaction than those without, a finding that supports the crowding-in effect. Alternatively, for high love-of-money civil servants with a "steel rice bowl" mentality, high job satisfaction is explained by the best offer (output) for the minimum amount of effort (input), at least within Chinese culture. Such findings are counterintuitive in light of Chinese personal values, equity theory, public servants institutional background, ethical organizational culture, and corruption.

Suggested Citation

  • Bang-Cheng Liu & Thomas Li-Ping Tang, 2014. "Does the love of money moderate the relationship between public Does the love of money moderate the relationship between public professionals in the public sector," Public administration issues, Higher School of Economics, issue 2, pages 171-194.
    • Handle: RePEc:nos:vgmu00:2014:i:2:p:171-194
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    References listed on IDEAS

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    1. Jean Tirole & Roland Bénabou, 2006. "Incentives and Prosocial Behavior," American Economic Review, American Economic Association, vol. 96(5), pages 1652-1678, December.
    2. Cohen-Charash, Yochi & Spector, Paul E., 2001. "The Role of Justice in Organizations: A Meta-Analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 86(2), pages 278-321, November.
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