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Annotated Bibliography due 10/16/15

Word, J., & Carpenter, H. (2013). The new public service? Applying the public service motivation model to nonprofit employees. Public Personnel Management, 42(3), 315-336.

This article studies motivation in the nonprofit workplace. It highlights that many studies have been done on the public sector and for-profit workplaces focusing on the factors that affect an employee's motivation. Nonprofit employees are becoming more similar to public employees based on motivation aspects such as intrinsic rewards. They tested the notion using a version of Perry's Public Service Motivation (PSM) Scale and the Nonprofit Service Motivation Model (SPSM). Overall, it emphasized the importance of understanding what aspects of their jobs maintains motivation and involvement and how that can improve hiring and retention. This article is helpful towards the topic of Public Service Motivation because both areas aren't greatly paid and the incentives to stay at the workplace has to be other factors and this article highlights what those may be.

Caillier, J. G. (2014). Toward a better understanding of the relationship between transformational leadership, public service motivation, mission valence, and employee performance: A preliminary study. Public Personnel Management, 43(2), 218-239. doi:10.1177/0091026014528478

This study is based on a nationwide survey that was administered to local, state, and federal government employees in the United States. The goal was to explore the interaction with leadership practice to influence employee performance by the PSM model and mission valence. Overall, it concludes that the agency's mission, goals, and objectives can help improve performance and motivation from employees. Having a survey completed across different levels of government reflects the public sector and their motivation.

Wright, B. E., Christensen, R. K., & Isett, K. R. (2013). Motivated to adapt? The role of public service motivation as employees face organizational change. Public Administration Review, 73(5), 738-747. doi:10.1111/puar.12078

This article reflects data from a survey of a city undergoing a change in workforce due to reorganization and reduction. The authors suggest that the correlation between employee PSM and change in organizational efforts is positive and is present even if the change may disadvantage the worker.The worker's motivation is depended on the workplace environment and conditions. In times of change, high correlation can be related to the self-sacrifice mentality of those workers. The mechanisms of the relationship have been examined and support and acceptance is a huge factor of motivation. This survey solidifies how public service motivation is always changing and the need for employees to adapt and modify is crucial and how motivation influences the process either smoothly or with resistance.

Hsieh, C., Yang, K., & Fu, K. (2012). Motivational bases and emotional labor: Assessing the impact of public service motivation. Public Administration Review, 72(2), 241-251. doi:10.1111/j.1540-6210.2011.02499.x

This article highlights the minimal research of emotional labor affecting the individuals motivational bases such as PSM. The three dimensions of organizational behavior assessed in this article consists of attraction to policy making, commitment to public interest, and compassion. Using variables like surface acting, which is faking emotions to meet certain criteria or expectations socially or in the workplace, and deep acting, which is projecting emotions that reflect ones actual feeling, helps distinguish PSM dimensions. Emphasizing the importance of the emotional labor that the workplace and organization has on the person's motivation can benefit the efficiency. The main goal of government is to move towards efficient and better economic standing. Improving the quality of work and considering PSM can lead to improving the performance.

Winter, R., & Jackson, B. (n.d). EXPANDING THE YOUNGER WORKER EMPLOYMENT RELATIONSHIP: INSIGHTS FROM VALUES-BASED ORGANIZATIONS. Human Resource Management, 53(2), 311-328.

With younger workers entering the workforce, it is vital to understand the shift of mentality of different generations. With new skills and the dependence of social media and being connected, modifying the workplace to increase productivity and improve employee motivation is important. This article reflects that thought by being proactive and asking the younger workers to define their goals, expectations, and balance. Motivation stems from satisfying the needs for automaton, direct communication, asocial inclusions. Having an open approach in the workplace helps give those younger workers that sense of involvement and value. As generations change and the public sectors workers are rotating, understanding how to improve employment relationship is essential for public service motivation.