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The Comptroller General has standing to pursue litigation to compel access to federal agency information. <ref> http://www.gpo.gov/fdsys/pkg/CRPT-113srpt128/html/CRPT-113srpt128.htm Retrieved September 25, 2015. <ref>

Notes

1) Revisiting the Motivational Bases of Public Service: Twenty Years of Research and an Agenda for the Future

This article reviewed research about public service motivation conducted over the past 20 years in order enhance our understanding as to why individuals seek employment in the public sector as opposed to the private. The article began with reviewing the evolving definition of public service motivation as a “general, altruistic motivation to serve the interests of a community of people, a state, a nation or humankind” (682, 2010). Although there were several interpretations, the central theme of PSM was the commitment to civic duty and the public interest overall. The article examined three propositions offered by authors Perry and Wise in 1990 and offered feedback in terms of the validity of the research in PSM today. The three propositions included Attraction-Selection-Attrition which stated that the greater an individual’s PSM, the more likely the individual will seek membership in a public organization, Performance in terms of the relationship between PSM and individual performance, and Organizational Incentive Structures which stated that individuals with high levels of PSM are likely to be less dependent on utilitarian incentives. In conclusion, the article called for more holistic research of public service motivation as the bulk of research focused on PSM has appeared since 2000 in order to understand the motivational bases of public servants.

Perry, J., Hondeghem, A., Wise, Lois. (2010). Revisiting the Motivational Bases of Public Service: Twenty Years of Research and an Agenda for the Future. Public Administration Review. 70(5), 681-690.

2) Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance

This article presents an alternative framework of public service management by applying research and concepts of transformational leadership to best management practices. Transformational leadership moves away from a traditional management perspective that is based on self-interest and the exchanging of rewards for positive performance, and instead proposes the ideology of value based leadership to inspire and motivate employees. Although value based leadership is not new to the scope of public management, it is important to understand the evolution of how employers communicate the vision of the organization’s purpose to their employees. Transformational leadership motivates employees by appealing to their ideals and moral values, which in turn leads to a more effective and meaningful work environment. Transformational leaders “create shared organizational value through inspirational communication, onboarding practices, setting meaningful goals and designating significant work” (Paarlberg and Lavigna, 2010). Both authors exclaim that linking transformational leadership and public service motivation to human resource practices and management will not radically improve the outcome of the workplace, but rather steadily transform management practices to garner the best organizational outcome to better motivate individuals.

Paarlberg, L,. Lavigna. (2010). Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance. Public Administration Review. 70(5), (710-718).

3) Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence This article serves to further our understanding of public service motivation and how leaders can influence employee behavior so that they have a desire to contribute to the organization’s overall mission. Mission valiance can be viewed as an “employee’s perception of the attractiveness or salience of an organization’s purpose of social contribution” (Wright, Moynihan, Pandey, 2012). Essentially, mission valiance enhances the satisfaction of an employee when the organization’s mission or goal is achieved thus giving the employer the ability to motivate his or her employees and seek their retention. With the desire to help others, public employees are often more likely to see employment within a public organization because those missions often align with their values. The findings of this study enhance the notion that leadership along with effective management can increase employee mission valiance through its ability to promote public service motivation.

Wright, B., Moynihan, D., Pandey S. (2012). Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence. Public Administration Review. 72(2), 206-215.

4) The Role of Organizations in Fostering Public Service Motivation

This study tests Perry and Wise’s theory of public service motivation and the impact of organizational factors on public service employees. According to the authors of this article, previous researchers Perry and Wise provided the widely accepted definition of PSM as “an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations. Under this definition, organizations have the duty and responsibility to foster an environment that allows employees to feel as if they can contribute and achieve their goals. The role of organizations is an important aspect of PSM and several factors as discussed in the article inferred that the environment that employees find themselves in could either promote or hinder PSM. Factors of an organization that influence PSM include culture within an organization, employees who experience “red tape”, the number of hierarchal levels within an organization, and the length of organizational membership. It is vital to understand factors within an organization that affect PSM in order provide for a better workplace environment.

Moynihan, D., Pandey, S. (2007). The Role of Organizations in Fostering Public Service Motivation. Public Administration Review. 67(1), 40-53.

5) Gender Dimensions of Public Service Motivation.

Gender dimensions within the field of public administration have been dominated by masculine imagery and practice since the beginning of the profession. The authors within this study however have sought to make the connection that public service motivation is one area within the field of public administration that contains both masculine and feminine imagery. A prominent research scale that measures the dimensions of public service motivation developed by Perry in the mid 90’s inferred which areas of motivation women would traditionally score higher than men and vice versa. The dimensions provided by the study showed that woman scored higher than men in several aspects of motivation including compassion and attraction to policy making, which surprised and intrigued researchers. It is important to further research on the role that gender plays within an organization to ultimately break down gender stereotypes and provide for an equal workforce that motivates all parties to achieve their goals.

Dehart-Davis, L., Marlowe, J., Pandey, S. (2006). Gender Dimensions of Public Service Motivation. Public Administration Review. 66(6), 873-887.