User:ABluvsU/sandbox

This is a user sandbox of ABluvsU. A user sandbox is a subpage of the user's user page. It serves as a testing spot and page development space for the user and is not an encyclopedia article.

Annotated Bibliography due 10/16/15

Brunet, J., Gunnell, K. E., Gaudreau, P., & Sabiston, C. M. (2015). An integrative analytical framework for understanding the effects of autonomous and controlled motivation. Personality And Individual Differences, 842-15. doi:10.1016/j.paid.2015.02.034 Chicago/Turabian: Author-Date

This article uses polynomial regression analysis to see how far people will be motivated. They use self motivation and also delegated motivation. It concludes that people are more driven when they are self motivated, rather than given motivation from outside source. This is a valuable source because it helps understand what better motivates people. This can benefit us to learn what best motivates our workers in the public sector. It differs from the others because it is actually a study using two different types of motivation to see which works best, not just theory as most of the articles are.

Cardeña, E., Sjöstedt, J. A., & Marcusson-Clavertz, D. (2015). Sustained attention and motivation in Zen meditators and non-meditators. Mindfulness, 6(5), 1082-1087. doi:10.1007/s12671-014-0357-4

This study focuses on whether meditators can hold attention longer than non-meditators.The results were almost even, with the speed that meditators responded with being a small percentage higher than that of non meditators. This could be helpful with motivation in PA with bringing in ways to motivate that are outside of the box. Companies like Google have use similar resources to help the creativity flow in the workplace. This source is different than the others because it is focusing on the inner workings of someone's unconscious rather than a managerial standpoint.

Guillén, M., Ferrero, I., & Hoffman, W. M. (2015). The Neglected Ethical and Spiritual Motivations in the Workplace. Journal Of Business Ethics, 128(4), 803-816.

This article takes Maslow’s hierarchy of needs and expands that to a more moral code. One of the more meaty findings in this is a Spiritual/Religious motive. This can be seen a more internal way we are driven to do things if it reflects our beliefs and values. This is a good article because we had a discussion in class about how religiously diverse the workplace is. Understanding these motives can help create incentives for motivation. This article is different from the others in that it looks at what can motivates us based on beliefs and how we feel our morals are portrayed.

GOTTFREDSON, R. K. (2015). How to get YOUR TEAMS to work. Industrial Management, 57(4), 25-30.

This article discusses many different types of team and how they function. It discusses the interdependence of a team and what performance measurement is and how to measure it. This article is a good fit because understanding how different teams function is essential to motivation. There has to be an understanding on how to lead diverse groups, what will work with one group may not with another. I used this one because it gives a set example of different kinds of teams and how they work. It is not a theory or case study, but an excerpt of a book that gives information.

Baylor, E. L. (2015). The relationships between employee participation in corporate universities and workplace motivation and affective commitment. Dissertation Abstracts International Section A, 76

This article discusses the differences in Millennial turnover in the public workplace and that of the older generations. It is a good piece because it lets us see what my generation finds important in staying at a job. It discussed that Millennials prefer a boss that cares about their work/life balance and are less likely to leave if that is offered. Also it is an important piece because when watching finances it is important to see what will keep an employee and keep the organization from having to pay for new hires over and over. This is different from the other articles in that it focuses on the newest generation of workers and how to keep them for the future work force.

ABluvsU (talk) 21:55, 15 October 2015 (UTC)

Public Service Motivation

Summary See above

Detailed Outline Title:

Capitalize Service and Motivation
Background:

Definition including what sectors does this generally
Content:

The article is just one paragraph and we need to work on creating subheadings.
Organize the article by topics
Usage
Common Models
Studies
Criticism and alternatives
Mission Valience- A concept formulated by Rainey and Steinbauer in 1999 that serves to provide better understanding of what compels an employee to uphold and achieve goals within the organization. Mission valence “enhances the satisfaction that an individual experiences or anticipates to receive from advancing the organizational mission, and in turn, it can be expected to influence the ability of the organization to recruit, retain, and motivate its employees.” Ultimately, linking the organization’s mission to its employee’s values and characteristics can increase the potential effects of PSM as members of the organization become committed to its success. — Preceding unsigned comment added by 147.26.109.142 (talk) 15:17, 13 November 2015 (UTC)

See also

* References

Usage:

How it can be used to keep people working in the public sector.
“is a theorized attribute of government and NGO employees that provides them with a desire to serve the public. The existence and extent of this service ethic have been examined many times in scholarly literature. PSM is important because it explains why some people choose careers in the government and non-profit sectors despite the potential for more financially lucrative careers in the private sector.”

Common Models

Ways PSM is used.

Perry’s Public Service Motivation Scale
Nonprofit Service Motivation Model

Studies

Early authors in the field of public administration described differences between public and private employees and concerns over motivating public sector employees. Paul Van Riper described the issue in his 1952 history of the U.S. civil service system. Even Woodrow Wilson's seminal 1882 essay that founded the field of public administration expressed concern over the performance of civil servants. Much of Max Weber's work on bureaucracy focused on similar issues. Kaufman's The Forest Ranger introduced the idea of an organizational culture unique to government employees in the 1960s, which contributed significantly to the field of study.
The concept of public service motivation was formalized in the late 1970s and early 1980s by authors like Buchanan, Mosher, Perry, Porter, and Rainey;and the term was actually coined by Perry and Wise in 1990. Since then, it has gained international prominence. PSM varies between employees and it is difficult to generalize the motivations of everyone who works in the public sector. With that said, PSM is an important driver in public sector employment. Furthermore, PSM has also been demonstrated to have a positive impact on job satisfaction in the public sector "because public sector employment helps satisfy individuals’ prosocial needs".
Crewson argued that a responsive and cost-effective government should acknowledge that failure to properly understand the motivations of public employees may lead in the short term to poor job performance and in the long term to permanent displacement of public service ethic.
Matei and Cornea considered that although intrinsic, PSM is influenced by a variety of extrinsic factors (social, political, institutional etc.) and, in time, those factors may lead to a change of the initial PSM of the individual. They showed that if the extrinsic factors that act on the public servant are negative, PSM will influence the behaviour of the individual for a period of time that is smaller than the professional career of that individual. If the extrinsic factors are positive, the PSM can influence the behaviour of the public servant during the entire career. This period of time, when the PSM influence the activity of the individual is a period when the public servant is led by a certain “lyricism of the public service”, an “administrative romanticism”, by the altruistic wish to serve the community, the state, the nation or even the human kind, the inner need to identify the personal actions with the public interest.
Among the negative motivators are institutionalized values such as routinization of behaviours and skepticism about the value of the particular bureaucracy's effectiveness in promoting the public good and the budget maximizing and "empire building" behaviours described by Downs and Niskanen

Criticism and alternatives

Leadership practices
Surface acting
Emotional Labor
Employment relationship