Crowding out intrinsic motivation in the public sector

By Y. Georgellis, Elisabetta Iossa, Vurain Tabvuma. 2011

317 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Safety Research

View Paper: https://www.semanticscholar.org/paper/7c10263f6b84a2b92576cb08ecf3b997d5b95547

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. Rune Bysted
2. Eka Diraksa Putra
3. Seonghee Cho
4. Berend van der Kolk
5. Henk J. ter Bogt
6. Paula M. G. van Veen-Dirks
7. Juan Liu
8. Kristina Risom Jespersen

In Public Administration

1. Rune Bysted
2. Henk J. ter Bogt
3. Kristina Risom Jespersen
4. Nava Ashraf
5. O. Bandiera

In Safety Research

1. Nava Ashraf
2. Marie-Claire Villeval
3. David Masclet
4. O. Bandiera
5. Scott S. Lee
6. Gary Charness
7. Sara Lowes
8. Ernst Fehr

Citations in the corpus

• Do-gooders and go-getters: career incentives, selection, and performance in public service delivery (2014, background): “The findings thus cast doubt on the concern that offering material rewards displaces applicants with desirable social preferences and ultimately worsens the quality of services provided (Benabou and Tirole, 2006; Georgellis et al., 2011).”
• The Dark Side of Competition for Status (2014, background): “These factors include the specificities of multi-faceted tasks and intrinsic motivation for public service that may compensate for quite low and relatively flat extrinsic incentives that the sector offers (Georgellis et al., 2011).”
• Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees (2014, background): “When money prizes are linked to specific performance objectives, financial mechanisms may become effective (Georgellis et al. 2011).”
• The Impact of Management Control on Employee Motivation and Performance in the Public Sector (2018, background): “This is even more likely given that public sector employees attach great importance to intrinsic motivation (Georgellis et al., 2011).”
• Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory (2017, background): “However, studies have also shown that highly motivated employees tend to have high levels of commitment, productivity, and performance (Georgellis et al., 2011) and they tend to engage more at work (Van Beek et al.”