Motivation in public management : the call of public service

TLDR

Motivation research in the public sector has largely relied on market‑based theories, with specific public‑service motivation concepts emerging only in the 1980s and defined as an orientation to deliver services for the public good. The authors aim to link motivation to public service to enhance collective action and improve the status of those working to better the public sphere, hoping the book advances these values.

Abstract

The bulk of our knowledge concerning motivation in the public sector is based on theories that originate from and are tested in market settings. Although scholars have occasionally pointed to the distinctive character of the motivations of those in public service, it was not until the 1980s that specific theories and empirical research emerged in public administration. In 1982, the terms public service motivation' were first used as a way to expres the specific motivation associated with public service. We like to think of public service motivation' as an individual's orientation to delivering services to people with a purpose to do good for others and society. In this sense, public service motivation can be found among individuals in the public domain- governments and public benefit organizations-and the private sector. Our interests in linking motivation-an object of our academic values-with public service' speaks to our commitments to improving collective action and the status of those seeking to improve the public sphere. We try to approach these commitments with objectivity, but we also have a passion for these commitments as human beings and as citizens. It is our hope that this book advances the several values to which we are committed.