Government is Different Understanding and Developing Public Service Motivation in your Organization PowerPoint Presentation

Government is Different Understanding and Developing Public Service Motivation in your Organization PowerPoint Presentation

2018-09-29 14K 14 0 0

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How did it . used . to be?. . “Admittedly there are many positions in government in which persons may function very much as they would outside of government . This is true chiefly in such lower –bracket jobs as those of charwomen, elevator operators, messengers, clerks, and typists. Yet even w.... ID: 681730

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Presentations text content in Government is Different Understanding and Developing Public Service Motivation in your Organization

Slide1

Government is Different

Understanding and Developing Public Service Motivation in your Organization.

Slide2

How did it

used

to be?

“Admittedly there are many positions in government in which persons may function very much as they would outside of government . This is true chiefly in such lower –bracket jobs as those of charwomen, elevator operators, messengers, clerks, and typists. Yet even with respect to these there are countless instances where the employee works for the government because he definitely prefers public employment and where that preference has served the public interest. The public would be gratified and moved if it could know of them.”

“In my judgment no one can serve the public as it should be served by a governmental official unless he has a public-interest attitude with certain special characteristics.”-Paul Appleby 1945

“In

servitute

rei

publicae

vitam

dedicavit

(A

life dedicated to public

service)

is a Latin epitaph bestowed upon Roman citizens to honor a life of service

Slide3

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Slide5

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Slide7

Slide8

“The protections of a civil-service career attract individuals who lack confidence, competence, drive, and courage; the consequence is a contagion of bureaucratic timidity . . . ‘a dominant personality type does emerge . . . Civil servants are too often mother’s little boys and daddy’s little girls who have learned to expect security without having to earn it.’”

- Charles

Goodsell

(quoting Charles Peters) 2004

Slide9

The Reality of Public Service

The “image of bureaucrats as lazy and indifferent, propagated by politicians, the public, and even some scholars is wholly inaccurate.”

-

Brehm

and Gates, 1997

“One of the great paradoxes of American public service is that the citizenry, which regularly depends upon government’s services, has a cynical view of government. No group is more maligned by the public than those who serve the public.”

- Ban and

Ricucci

(1991)

Slide10

We are Worried . . .

The workforce constraints combined with the negative public perception of government presents serious employee engagement and morale issues. Additionally, as the economy improves, state and local governments will need to focus on the retention of current employees, as well as developing strategies to ensure that they are viewed as an employer of choice

.”

-Neil

E. Reichenberg, executive director of IPMA-HR.“Employee morale and engagement continues to be the top challenge facing the country’s state HR

directors. The effects of budget cuts, such as layoffs, furloughs, and pay freezes, coupled with a less than optimal public perception of state employees has taken its toll on the state government workforce

.”

-Leslie

Scott, director of NASPE

Slide11

The Legislature will respond to the public

Recruiting and Retaining Talent

The psyche and morale of government employees: Self-fulfilling Prophecy.

Why Should we be

Worried

With the Perception?

Slide12

What are the “Real”

Differences in Government?

Constraints

Politics

The

Public

Sector Paradox

“But all government agencies have in common certain characteristics that tend to make their management far more difficult than managing a McDonald’s. These common characteristics are the constraints of public agencies.”

-James Q. Wilson, 1989

Slide13

Public Sector Paradox

3 Implications

of the Paradox

1. Leading

in the Public Sector is more complicated than in less paradoxical

environments2. Public Managers tend to underplay or disclaim

their accomplishments3. Improving public management will benefit from understanding

the

Paradox”

Positive Force

: Public Service Motivation, Common Good, Organizational Purposes

Negative Force:

Legislative Constraint, Bureaucracy, Public Perceptions of Government work (and workers).

Slide14

Public Service Motivation

Public Policy

Making

Self Sacrifice

Public Interest/ Civic Duty

Compassion

“An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.”

Perry and Wise, 1990

Slide15

Public Policy

Making

“An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.”

Perry and Wise, 1990

The give and take of public policy making appeals to me

I respect officials who can turn a good idea into law

I don’t see “Politics” as a dirty word

Slide16

Compassion

“An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.”

Perry and Wise, 1990

I am moved by the plight of the underprivileged

I often think about the welfare of people whom I don’t know personally

It is difficult for me to contain my feelings when I see people in distress

Slide17

Public Interest/ Civic Duty

“An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.”

Perry and Wise, 1990

I consider public service my civic duty

Public service is one of the highest forms of citizenship

It is not hard for me to get intensely interested in what is going on in my community

Slide18

Self Sacrifice

“An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.”

Perry and Wise, 1990

Making a difference in society means more to me than personal achievements

Much of what I do is for a cause bigger than myself

Serving citizens would give me a good feeling even if no one paid me for it

Slide19

Public Service Motivation

Public Policy

Making

Self Sacrifice

Public Interest/ Civic Duty

Compassion

“An individuals predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.”

Perry and Wise, 1990

Slide20

Samaritans

They see themselves as guardians of the underprivileged and are moved when they observe people in distress

These individuals are motivated because they find their work intrinsically satisfying and would help people in need even if they were not paid to do so

However, they hold relatively high expectations for the people they assist; that is, they are put off by individuals who are unwilling to help themselves

Scope of Concern: Individuals

Slide21

Communitarians

They are motivated and stirred by sentiments of civic duty and public service

Communitarians believe there is a unique connection between public servants and citizens. According to this group, public service is ‘one of the highest forms of citizenship’ – an avenue by which a person can serve his or her community and country.

Communitarians differ from Samaritans in that they feel no special compunction to help underprivileged, distressed, or disadvantaged citizens.

Scope of Concern: Community

Slide22

Patriots

Patriots act for causes much bigger than themselves, protecting, advocating and working for the good of the public.

Patriots have a unique sense of loyalty to duty; they put ‘duty before self.’

They offer a unique combination of idealism and activism in that they are willing to risk everything for the rights of others and for the good of society.

Scope of Concern: The Nation

Slide23

Humanitarians

Humanitarians are motivated by a strong sense of social justice and public service.

They believe that if any group is excluded from society’s prosperity, the entire society is worse off.

Humanitarians are driven by a desire to make a difference in society: making a difference means more to them than personal achievement.

Scope of Concern: Humankind

Slide24

Samaritans

Communitarians

Patriots

Humanitarians

Attraction

to Public Policy Making

Commitment to the Public Interest/Civic

Duty

Self-Sacrifice

Compassion

Slide25

Socio-Historical Factors

Parents

Religiosity

Professional Association

Other Considerations

PSM

Public Policy Making

Public Interest/Civic Duty

Compassion

Self-Sacrifice

The Public Service Motivation Model

Slide26

Socio-Historical Factors

Parents

Religion

Professional

Association

Public Service Motivation

Parental modeling

leads to PSM

This is found with most altruistic behaviors.

Heavy

church involvement may decrease PSM

However, “Closeness to God” is positively correlated to PSM

Professional

Identification may decrease PSM (Policy Making)

Some PA scholars would say “yeah, no kidding.”

Slide27

Other Characteristics

Gender

Education

Management

Monetary Incentive

Public Service Motivation

Women have

more PSM than Men (shaky data)

Gender

Roles: Aggression and Competition vs. Support.

Higher

levels of education tends towards higher PSM

Education leads to awareness of how public service benefits society

Positive relationship

between management level and PSM

Why? What would Maslow

say?

More PSM means less desire for monetary

rewards

Still

not as significant as management level

Slide28

Socio-Historical Factors

Parents

Religiosity

Professional Association

Other Considerations

Organizational Leadership

PSM

Public Policy Making

Public Interest/Civic Duty

Compassion

Self-Sacrifice

Performance

Persistence

Output

Productivity

Job Satisfaction

Organizational Commitment

“PSM may be formed by socio-historical factors before employees enter the organization, but it will also be influenced by the organizational environment in which employees find themselves.”

-Moynihan and Pandey, 2007

The Public Service Motivation Model

Slide29

Leadership and PSM

Public Organizations should be “encouraging public employees to feel that they are personally contributing to an organization that performs a valuable service. The research also suggests the importance of communicating to public employees the centrality of their role in the organization and the real benefits that their contribution makes to society – an organizational trait that is currently unfamiliar to many public employees.”

Moynihan and Pandey, 2007

Personal Contribution

Goal Setting

Give the “Why?”

Slide30

Leadership and PSM

Red

tape reduces

PSM “Red Tape discourages employees from believing they are serving the public good, but active reform efforts to increase managerial authority and focus on results can reinvigorate PSM among managers

.”

-Moynihan and Pandey, 2007Reduce Red TapeShow a “Good Faith

Effort.”

Give the “Why?”

Slide31

Leadership and PSM

“In other words, managers can inspire their employees to work harder by clearly communicating how their work benefits society.”

-Bradley Wright, 2007

Increase Mission Valence

Help Employees See their importanceGive the “Why?”

Slide32

Leadership and PSM

“While many organizational factors are relatively constrained, leaders who offer a vision, set a positive example, encourage innovation, and foster a sense of organizational pride can encourage PSM.”

-Wright, Moynihan, and Pandey, 2012

Increase Self-Efficacy

Model Success and EffectivenessIncrease “Public Service Perceived Efficacy”

Slide33

Leadership and PSM

Employees “exposed to either contact with program beneficiaries or self-persuasion interventions showed statistically significant increases in their levels of PSM compared to a control group. This suggest that levels of PSM among an organization’s employees at any given time are not only attributable to attraction-selection-attrition mechanisms, but also may be influenced through organizational processes.

-Nicola Belle, 2012

Beneficiary Contact

Tell Stories if it can’t be in PersonEngage in Self-Persuasion

Slide34

Customers

The Media

Legislature

The Public

Slide35

Other Relevant PSM Info . . .

Length of Organizational Membership reduced PSM

Hierarchy does NOT reduce PSM

Employees with high levels of PSM may be difficult to manage if they believe the public service mission is being compromised or if they feel frustrated in their ability to serve their scope of concern.

Slide36

Socio-Historical Factors

Parents

Religiosity

Professional Association

Other Considerations

Organizational Leadership

PSM

Public Policy Making

Public Interest/Civic Duty

Compassion

Self-Sacrifice

Performance

Persistence

Output

Productivity

Job Satisfaction

Organizational Commitment

The Public Service Motivation Model

Slide37

Government is Different

Understanding and Developing Public Service Motivation in your Organization.

Slide38


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