“Walking the Walk” of Public Service Motivation: Public Employees and Charitable Gifts of Time, Blood, and Money

By D. Houston. 2006

562 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/293b3df5b9697152cc7f5ab8f55325cffb97d4de

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. W. Vandenabeele
2. Bangcheng Liu
3. J. Caillier
4. Sangmook Kim
5. Sanjay K. Pandey
6. J. Perry
7. N. Bellé
8. D. Shim

In Public Administration

1. Bangcheng Liu
2. W. Vandenabeele
3. J. Caillier
4. J. Perry
5. Sangmook Kim
6. Sanjay K. Pandey
7. N. Bellé
8. D. Shim

In Sociology and Political Science

1. Bangcheng Liu
2. J. Perry
3. Sangmook Kim
4. Pamala Wiepking
5. D. Shim
6. A. Ritz
7. H. Park
8. T. Eom

Citations in the corpus

• The Psychological Mechanisms of Public Service Motivation (2016, background): “In addition, Brewer finds that individuals with higher PSM demonstrated higher “social altruism” (Brewer, 2003) and voluntary activities in society (Houston, 2006).”
• Public Sector Employees: Risk Averse and Altruistic? (2012, methodology): “Erasmus University Rotterdam, Tinbergen Institute, CESifo and IZA Seth Van den Bossche TNO Work and Employment”
• Incentives and their dynamics in public sector performance management systems (2010, background): “…of " public service motivation " provide support for the tenet that some public employees are motivated by " an ethic to serve the public, " acting because of their commitment to the collective good rather than self-interest (Perry & Porter, 1982; Rainey, 1983; Perry & Wise, 1990; Houston, 2006).”
• Employees without a Cause: The Motivational Effects of Prosocial Impact in Public Service (2008, background): “Recent research has emphasized that these models are incomplete, as public service employees are less concerned with financial rewards, and more concerned with doing important work and contributing to society, than private sector employees (Houston 2000; 2006).”
• Crowding out intrinsic motivation in the public sector (2011, background): “Building upon these findings, studies show that the introduction of monetary rewards for certain tasks has negative consequences on intrinsic motivation (Deci, Koestner, and Ryan 1999; Deci and Ryan 1985; Houston 2006; Ryan and Deci 2000).”
• Performance Management, High-Powered Incentives, and Environmental Policies in China (2015, background): “Intrinsic values, especially public service motivation, appear to play a key role in performance (Houston 2000; 2006).”
• Organizational Control Systems and Pay-for-Performance in the Public Service (2013, background): “A number of studies support the notion that public employees are motivated less by monetary rewards than their private counterparts (Brewer & Selden, 1998; Houston, 2006).”
• Government Employees’ Organizational Citizenship Behavior: The Impacts of Public Service Motivation, Organizational Identification, and Subjective OCB Norms (2017, background): “Indeed, Houston (2006) found that government employees are more likely to engage in volunteering activities such as giving time, donating blood, and making financial donations to charitable organizations than are private sector employees.”
• Public Service Motivation Measurement (2007, background): “should be and are strongly motivated by the desire to help the general public, especially in comparison to private sector employees (Appleby, 1945; Frederickson & Hart 1985; Houston, 2005; Mosher, 1982).”
• Street-level bureaucrats’ turnover intention: does public service motivation matter? (2017, background): “Early PSM studies assumed that individuals with high levels of PSM showed more pro-social behaviors (Brewer and Selden, 1998; Houston, 2006; Naff and Crum, 1999) and were more likely to choose public sector jobs and to continue in their public sector careers (Perry and Wise, 1990).”
• Leadership and Public Service Motivation in U.S. Federal Agencies (2008, background): “The survey, however, like other large federal surveys, does not use the same constructs and measures for such concepts as Transformational Leadership and Public Service Motivation (PSM) as those used by researchers who have developed those concepts (i.e., Bass and Avolio 1994; Perry 1996).”
• Public service motivation and organizational citizenship behavior in Korea (2006, background): “Managers in the public sector need to recognize that public sector incentive structures must provide an opportunity for employees to satisfy their public service motives (Houston, 2006).”
• The Causal Effect of Public Service Motivation on Ethical Behavior in the Public Sector: Evidence from a Large-Scale Survey Experiment (2018, background): “In other words, many of the antecedents of PSM are not dynamic, suggesting PSM might at least be in part a relatively stable trait, settled early in life (cf. Brewer 2003; Houston 2006; Karl and Peat 2004).”
• Public Service Motivation, Prosocial Motivation and Altruism: Towards Disentanglement and Conceptual Clarity (2019, background): “Houston, 2006; Lee, 2012). Houston (2006) found government employees to be more likely to donate blood than for-profit employees.”