Experimental Evidence on the Relationship between Public Service Motivation and Job Performance

By N. Bellé. 2013

387 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/e5b7c2e7aa1ba04aab9dced253444154a849d568

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In Organizational Behavior and Human Resource Management

In Public Administration

In Sociology and Political Science

Citations in the corpus

Performance-Related Pay and the Crowding Out of Motivation in the Public Sector: A Randomized Field Experiment (2015, background): “Moreover, benefi ciary contact caused an increase in the public service motivation that partially mediated the positive eff ects on job performance (Bellé 2013).”
The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, methodology): “There is also evidence that once employees recognize that their actions benefit others, their prosocial motives are strengthened (Bellé, 2013a; Lemoine et al., 2015), which hints at the prospect of a virtuous cycle.”
Public service motivation and performance: The role of organizational identification (2018, background): “and smaller samples of specific types of public servants, for example nurses (Bellé, 2013), and school teachers (Andersen, Heinesen, & Pedersen, 2014).”
The influence of prosocial motivation and civility on work engagement:The mediating role of thriving at work (2018, background): “Prosocial motivated employees influences a person to feel the need to benefit others by offering combined compensations (De Dreu, Weingart, & Kwon, 2000), by inspiring individuals to reveal about how their behaviors will help colleagues and why that matters (Arieli, Grant, & Sagiv, 2014) and by givi”
Clarifying the Relationship Between Public Service Motivation and In-Role and Extra-Role Behaviors: The Relative Contributions of Person-Job and Person-Organization Fit (2017, background): “Empirical studies have generally found positive associations between PSM and performance measured as general job performance, supervisor ratings, and student grades as an outcome of teacher performance (Andersen et al., 2014; Bellé, 2013; Kim, 2006; Leisink & Steijn, 2009; Vandenabeele, 2009).”
Leadership and public service motivation: a systematic synthesis (2021, background): “This change can come about through selfpersuasion (Bell e 2013), and also when leaders help connect their subordinates to the clients and see the social benefit of the work (Bell e 2013; Kroll and Vogel 2014).”
Government Employees’ Organizational Citizenship Behavior: The Impacts of Public Service Motivation, Organizational Identification, and Subjective OCB Norms (2017, background): “…and behavioral variables such as organizational commitment (Crewson 1997; Leisink and Steijn 2009; Taylor 2007), job satisfaction (Steijn 2008; Taylor 2007), job performance (Bellé 2013; Leisink and Steijn 2009; Vandenabeele 2009), and job choice decisions (Christensen and Wright 2011).”
When Job Performance is All Relative: How Family Motivation Energizes Effort and Compensates for Intrinsic Motivation (2017, background): “Whereas existing studies have examined coworkers and customers as beneficiaries (e.g., Bellé, 2012; Grant & Berry, 2011; Hu & Liden, 2015), we study the family as 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48…”
The Causal Effect of Public Service Motivation on Ethical Behavior in the Public Sector: Evidence from a Large-Scale Survey Experiment (2018, background): “Three studies have sought to experimentally manipulate PSM to date (Bellé 2013; Christensen and Wright 2018; Pedersen 2015; see also Bellé 2014; Grant 2007, 2008).”
Chapter 6 – The Personnel Economics of the Developing State (2017, methodology): “mentioned the minimum amount that health promoter was expected to earn (low-pay treatment) and, in another treatment arm, advertised the maximum amount a health promoter was expected to earn (high-pay treatment). A third treatment advertised the mean of the expected earnings distribution (medium-pay”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, background): “Compared with controls, these nurses had increased prosocial motivation and assembled more kits (Bellé 2013), an effect that was even stronger for individuals high in prosocial motivation at the outset.”