P06 SIG Public Service Motivation

Panel Member(s) & Contact Details
 

Corresponding chair: Lorenza Micacchi, University of Bern, Switzerland. Email: lorenza.micacchi@unibe.ch

Co-chairs:

Carina Schott, Utrecht University, The Netherlands

Gene Brewer, The University of Georgia, United States

Adrian Ritz, University of Bern, Switzerland

Wouter Vandenabeele, Utrecht University, The Netherlands

Summary

This panel explores the evolving role of public service motivation in shaping individual and organizational outcomes amid hybrid work, political volatility, and social inequality. It invites theoretical and empirical research on how these motives influence wellbeing, innovation, and performance, especially in times of crisis and complexity. Submissions may include full papers, research proposals, or roundtable ideas, with the potential for a special issue publication.

Description

Public service motivation refers to an individual’s desire to help others, improve the well-being of society, and work towards the common good and public interest. Such motives are not the exclusive province of public

sector employees; rather, they are exhibited by many other individuals including politicians, volunteers, nonprofit and private sector employees, and citizens all of whom may perform meaningful public service during

their lifetimes. In the current landscape, characterized by hybrid work models, volatile political climates, and persistent social disparities, the significance of public service motives within diverse collaborative environments is particularly pronounced. These motives are crucial not only for supporting employee well-being but also for cultivating positive individual attitudes. Ultimately, this leads to enhanced individual performance and contributes to favorable organizational outcomes, such as innovation. In this vein, we are looking for empirical and theoretical research papers addressing questions such as:

• How do value conflicts and tensions between politics, administration, and civil society affect public employees’ motivation and work-related outcomes?
• How does the phenomenon of public service motivation as a traditionally strong pillar of bureaucrats’ identity change under specific circumstances, such as in turbulent times and hybrid working contexts?
• What role does public service motivation play in times of crisis management and (public) crisis leadership?
• Does public service motivation function as a beneficial resource or a double-edged sword regarding public employees' well-being?
• Considering the current turbulent environment, how does public service motivation ultimately contribute to enhanced individual and organizational performance, particularly fostering innovation within the public sector?

We welcome papers using theoretical frameworks from public management, psychology and political science. We are looking for both empirical (quantitative and qualitative) and theoretical papers addressing the questions raised above, and providing new insights and theoretical lenses to better understand public service motivation and its functioning, as well as its antecedents and outcomes.

Three types of proposals

Within the framework of the SIG public service motivation, we invite proposals for two types of papers. First, regular research papers are invited. Papers could focus on many related issues within these topics and the paper will be presented through a regular online presentation and be subject to discussion afterwards. A second type of papers concerns research proposals. Papers in this strand should at least entail a research question, a theoretical framework and an elaborate research plan. Third, we invite scholars to submit an idea for a round-table discussion on a specific topic within the field of public service motivation with suggestions for at least three invited discussants and one round-table host.

Special issue

If possible and if the quality allows, we aim to publish a special issue in an academic journal based upon the research papers presented.

Relevance

Public service motivation has long been a central focus within Public Administration, serving as a key motivational framework for understanding attitudes and behaviors both within and beyond the public sector, and their association with positive individual and organizational performance. Despite the extensive existing research, the fundamental question of what truly motivates individuals to perform their jobs effectively remains a significant inquiry in public management. This question gains even greater urgency in challenging times, as the public sector and its employees face escalating demands for innovation and high performance amidst uncertainty and profound political upheaval.

This panel will explore the topic of employee motivation from micro, meso, and macro perspectives. Its aim is to introduce fresh theoretical viewpoints that can rejuvenate our current understanding of public service motivation and its implications, particularly in an era of potential threats to the public sector's functioning. Furthermore, we seek to provide new empirical insights that test the boundary conditions of core assumptions that have underpinned public service motivation theory since its inception. In doing so, this panel contributes valuable knowledge to both Public Administration scholarship and practice, enhancing our comprehension of individual attitudes and behaviors that are essential for upholding the public interest during periods of dramatic change