How can I help? Research on public service motivation growing strongly

Abstract

Public service motivation refers to employees’ drive to advance the interests of others — such as service users, the public, society, or humanity as a whole — rather than their own interests. The idea is likely familiar to everyone, but the scientific concept is not, as it is relatively new. The majority of studies addressing it have been published in the 2000s. In Finland, no such studies have yet been conducted. The purpose of this literature review is to raise awareness of public service motivation and its research, both among researchers and the wider public.

The existence of public service motivation has been confirmed in numerous studies, and at least in developed countries it is stronger among public sector and also third sector employees than in the private sector. The development of its varying definitions and measures led this year to a consensus among leading researchers in the field and a validated instrument. It has four dimensions — attraction to public service, commitment to public values, compassion, and self-sacrifice — each of which includes four indicators for use in survey research.

Public service motivation is generally stronger in women than in men, and is also higher among older and more educated individuals. Family background and various social institutions, as well as many features of the work environment, also frequently correlate with it. It may be weakened by bureaucracy, a mismatch between the employee’s goals and those of the work environment, and the introduction of financial incentives. There are some indications that public service motivation in Finland may be below average in international comparison and that the expansion of the welfare state has displaced it.

According to numerous studies, the public sector attracts employees with above-average public service motivation, and these employees are less inclined than average to resign, but public organizations themselves may also strengthen it among their staff. In some studies it has been found to be strong also in the third sector and in voluntary work. Among professions, it appears to be strongest in care and education, as well as among those in leadership positions.

Public service motivation has not been found in research to have any detrimental effects. The most clearly positive effects have been observed in the level of job performance and job satisfaction. Since public service motivation and financial incentives such as performance-related pay often appear to be alternatives to one another, an important question is which of them is more cost-effective and leads to better quality. International research findings on the effects of performance-related pay on productivity in the public sector have been weak. Further research is needed into how public service motivation affects performance and what kinds of incentives promote it. (AI translation)

• ISSN: 1795-2832 (Print), 2242-6914 (Online)
• ISBN: 978-952-209-118-5 (Print), 978-952-209-119-2 (Online)
• Publication in PDF-format