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All motivated by public service? The links between hierarchical position and public service motivation

Author

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  • Céline Desmarais

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Claire Edey Gamassou

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

Abstract

Research into public service motivation is currently witnessing exponential growth. However, the universal application of the concept to all categories of public employees raises questions. Indeed, the origins of the concept, which can be traced back to political science studies in the United States, may suggest that the concept applies mainly to senior management but much less to operatives of various types, whose motivations seem more instrumental . Research into the antecedents of PSM has thus shown that high hierarchical levels were associated with employee profiles with a high level of PSM (Bright, 2005; Camilleri, 2007). Some authors go as far as to consider that the concept does not apply at all to operative jobs (Gabris and Simo, 1995). The purpose of this article is therefore to analyse the differences between the public service motivation of operatives and that of other categories of employees. To do so, we draw on two empirical studies, one quantitative (n = 2 868), conducted among the public employees of cities in 12 countries, and the other qualitative, conducted among public employees working in the technical service of a French town. Our results show that the level of PSM is not lower among operatives but that, on the other hand, it is different in its nature and dimensions. Notes to practitioners The issue of the PSM of operative public employees takes on a managerial dimension. Indeed, it has potential policy implications for human resource management policies to be implemented and on the segmentation of the public employees in the light of these policies. Our results thus argue for the mainstreaming of the public service dimension in the management of executives and would suggest that it is in the interest of public organisations to encourage the public service motivation of their employees by designing tasks in such a way that public employees can better appreciate the result of their work among customers and users.

Suggested Citation

  • Céline Desmarais & Claire Edey Gamassou, 2014. "All motivated by public service? The links between hierarchical position and public service motivation," Post-Print hal-01118026, HAL.
    • Handle: RePEc:hal:journl:hal-01118026
    DOI: 10.1177/0020852313509553
    Note: View the original document on HAL open archive server: https://hal.science/hal-01118026
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    References listed on IDEAS

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    1. Noel Siu & Kit-Chun Lam, 2009. "A Comparative Study of Ethical Perceptions of Managers and Non-Managers," Journal of Business Ethics, Springer, vol. 88(1), pages 167-183, April.
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    Cited by:

    1. Koronios, K. & Mavromati, M. & Kriemadis, A., 2017. "Motivating Public Sector Employees: Evidence from Greece," International Journal of Business and Economic Sciences Applied Research (IJBESAR), International Hellenic University (IHU), Kavala Campus, Greece (formerly Eastern Macedonia and Thrace Institute of Technology - EMaTTech), vol. 10(1), pages 7-12, March.
    2. Grund, Christian & Thommes, Kirsten, 2015. "Disentangling the Role of Contract Types and Sector Disparities for Public Service Motivation," IZA Discussion Papers 9385, Institute of Labor Economics (IZA).
    3. Christian Grund & Kirsten Thommes, 2017. "The Role of Contract Types for Employees’ Public Service Motivation," Schmalenbach Business Review, Springer;Schmalenbach-Gesellschaft, vol. 18(4), pages 377-398, October.

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