Almost three decades ago, James Perry created the first survey
instrument to measure public service motivation. Since then, social
and behavioural scientists have intensively studied the motivating
power of public service. This research relating to public service
motivation, altruism and prosocial motivation and behaviour has
overturned widespread assumptions grounded in market-orientated
perspectives and produced a critical mass of new knowledge for
transforming the motivation of public employees, civil service
policies and management practices. This is the first study to look
systematically across the different streams of research.
Furthermore, it is the first study to synthesize the research
across the applied questions that public organizations and their
leaders confront, including: how to recruit ethical and committed
staff; how to design meaningful public work; how to create work
environments that support prosocial behaviour; how to compensate
employees to sustain their public service; how to socialise
employees for public service missions; and how to lead employees to
engage in causes greater than themselves.
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