Public Service and Motivation: Does Mission Matter?

By Bradley E. Wright. 2007

398 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/e48142738ef1b0e1bf1822e8a8b3f962cc96c745

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In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

Public service motivation and job satisfaction in China: An investigation of generalisability and instrumentality (2008, methodology): “Perry’s approach is a significant improvement over previous research that used proxy variables to measure PSM and sector comparisons to test for its existence (Crewson, 1997; Brewer, Selden and Facer, 2000; Wright, 2007).”
Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance (2014, methodology): “Wright (2007) posited that “[i]f individuals do not perceive performance objectives as meaningful or important, they have little reason to strive to achieve them” (p. 56).”
Crowding out intrinsic motivation in the public sector (2011, background): “…find that higher earnings are still preferred to lower earnings, even among individuals with PSM who can still value, and be motivated by, financial rewards (e.g., Alonso and Lewis 2001; Christensen and Wright 2009; Rainey 1982; Wittmer 1991; Wright 2007; Wright & Pandey 2008; Vandenabeele 2008).”
Understanding Affective Organizational Commitment (2011, neutral): “Wright, B. E. (2007).”
Public Service Motivation and Interpersonal Citizenship Behavior in Public Organizations: Testing a Preliminary Model (2008, neutral): “High PSM employees exhibit higher levels of organizational commitment (Crewson 1997 ); they believe that their jobs are important, which in turn leads to employees working harder (Wright 2003 ; 2007 ); they are more likely to be high performers (Kim 2005 ); enjoy higher job satisfaction and are ”