The role of Public Service Motivation and Organizational Culture for Organizational Commitment
,
 
 
 
More details
Hide details
1
University of Economics in Katowice
 
 
Online publication date: 2016-01-29
 
 
Management 2015;19(2):21-34
 
KEYWORDS
ABSTRACT
The aim of the our paper is to discuss the relationships between organizational culture, Public Service Motivation (PSM) and organizational commitment (OC). On the basis of literature review we formulated hypotheses presenting potential relationships between mentioned constructs. We propose that there is a mutual influence between PSM and organizational culture and that organizational culture moderates the influence of Public Service Motivation on organizational commitment. Due to the presence of variables on different levels of analysis, we also discuss some issues of multilevel approach.
REFERENCES (59)
1.
Allen, C. (2000), The hidden organizational costs of using nonstandard employment. Personnel Review, 29(2).
 
2.
Anderfuhren-Biget, S., Varone, F., Giauque, D. Ritz, A. (2010), Motivating employees of the public sector: Does Public Service Motivation matter?, International Public Management Journal, 13(3).
 
3.
Bańka A., Bazińska R., Wołoska A (2002), Polska wersja Meyera i Alen Skali Przywiązania do Organizacji, Czasopismo Psychologiczne, 8 p. 65-74.
 
4.
Barney, J.B. (1986), Organizational culture: can it be a source of sustained competitive advantage. Academy of Management Review, 11 (3).
 
5.
Bedwell W.L., Wildman J.L., Granados D., Salazar M., Kramer W.S. (2012), Collaboration at Work: An Integrative Multilevel Conceptualization, Human Resource Management Review, t. 22(2).
 
6.
Brewer G. A., Selden, S. C. (1998), Whistle blowers in the federal civil service: New evidence of the public service ethic, Journal of Public Administration Research and Theory, 8.
 
7.
Bright L. (2005), Public employees with high levels of public service motivation: Who are they, where are they, what do they want?, Review of Public Personnel Administration, 25.
 
8.
Cameron K. S., Quinn, R.E. (1999), Diagnosing and changing organizational culture based on the competing values framework. Addison-Wesley Longman, Inc.
 
9.
Camillieri E., van der Heijden B. I. J. M. (2007), Organizational commitment, Public Service Motivation and performance within the public sector, Public Performance & Management Reviewm 31(2).
 
10.
Castaing S. (2006), The effect of psychological contract fulfilment and public service motivation on organizational commitment in the French Public Utilities, Public Policy and Administration, 21(1).
 
11.
Christensen R. K., Wright, B. E. (2011), The effects of public service motivation on job choice decisions: Disentangling the contributions of person–organization fit and person–job fit, Journal of Public Administration Research and Theory, 21.
 
12.
Crewson P. E. (1997), Public-service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory, 7.
 
13.
Denison D. R. (1990), Corporate culture and organizational effectiveness. New York: John Wiley.
 
14.
Denison D. R. Mishra, A. K. (1995), Toward a theory of organizational culture and effectiveness, Organization Science, 6 (2).
 
15.
Erdogan B., Liden, R. C., and Kraimer, M. L. (2006), Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture, Academy of Management Journal, 49(2)..
 
16.
Ezirim C. B., Nwibere, B. M., Emecheta, B. C. (2012), The influence of corporate culture on organisational commitment, The Nigerian experience International Journal of Business & Public Administration, 9(3).
 
17.
Furnham A., Gunter, B. (1993), Corporate assessment: Auditing a company’s personality. London, Routlede.
 
18.
Grimshaw D., Earnshaw, J., and Hebson, G. (2003), Private sector provision of supply teachers: A case of legal swings and professional roundabouts, Journal of Education Policy, 18 (3).
 
19.
Guzley R. M. (1992), Organizational climate and communication climate: Predictors of commitment to the organization. Management Communication Quarterly, 5 (4).
 
20.
Hartnell C. A., Ou A.Y., Kinicki A. (2011), Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework’s theoretical suppositions, Journal of Applied Psychology, 96.
 
21.
Hitt M. A., Beamish P. W., Jackson S. E., Mathieu J. E. (2007), Building Theoretical and Empirical Bridges across Levels: Multilevel Research in Management, Academy of Management Journal, 50 (6).
 
22.
Hofstede G. (1998), Attitudes, values and organizational culture: Disentangling the concepts. Organization Studies, 19(3).
 
23.
Joo B.-K., Shim, J. H. (2010), Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture, Human Resource Development International, 13 (4).
 
24.
Katz D., and Kahn, R. L. (1978), The social psychology of organizations, 2d ed. New York: Wiley.
 
25.
Klein K. J., Tosi H., Cannella A. A. Jr. (1999), Multilevel Theory Building: Benefits, Barriers, and New Developments, Academy of Management Review, 24 (2).
 
26.
Kotter J. P., and Heskett, J. L. (1992), Corporate Culture and Performance, New York, Free Press.
 
27.
Lamond D. (2003), The value of Quinn’s competing values model in an Australian context, Journal of Managerial Psychology, 18.
 
28.
Maesschalck J. (2004), The impact of new public management reforms on public servants’ ethics, Towards a theory. Public Administration, 82(2).
 
29.
Massaras P., Sahinidis, A., Polychronopoulos, G. (2014), Organizational Culture and Motivation in the Public Sector. The case of the City of Zografou, Procedia Economics and Finance, 14.
 
30.
Mathieu J. E., Zajac, D. (1990), A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment, Psychological Bulletin, 108.
 
31.
Meyer J. P. Allen, N. J. (1991), A three component conceptualization of organizational commitment. Human Resource Management Review, 1.
 
32.
Meyer J. P., and Allen, N. J. (1997), Commitment in the workplace: Theory, research, and application, Thousand Oaks, CA: Sage.
 
33.
Meyer, J. P., Allen, N. J., and Smith, C. A. (1993), Commitment to Organizations and Occupations: Extensions and Test of a Three-Component conceptualization. Journal of Applied Psychology, 78(4).
 
34.
Moon M. J., (2000), Organizational Commitment Revisited in New Public Management: Motivation, Organizational Culture, Sector, and Managerial Level. By Public Performance & Management Review, 24(2).
 
35.
Morgeson F. P., Hofmann D. A. (1999), The Structure and Function of Collective Constructs: Implications for Multilevel Research and Theory Development, Academy of Management Review, 24, nr 2.
 
36.
Moynihan D. P. Pandey, S. K. (2007), The role of organizations in fostering public service motivation, Public Administration Review, 67 (1).
 
37.
Naff K. C., Crum J. (1999), Working for America: Does public service motivation make a difference?, Review of Public Personnel Administration, 19(4).
 
38.
O’Reilly C. (1989), Corporations, Culture, and Commitment: Motivation and Social Control in Organizations. California Management Review, 31(4).
 
39.
Padma R. N., Nair V. Sumitha (2009), Organizational culture and its impact on organizational commitment in public and private organizations. Global Management Review (4) 1.
 
40.
Pandey S. K. E. C. Stazyk. (2008), Antecedents and Correlates of Public Service Motivation, in J. L. Perry and A. Hondeghem, Motivation in Public Management. The Call of Public Service. Oxford: Oxford University Press.
 
41.
Park S. M., Word, J. (2009), Motivated to serve: An empirical examination of motivation and consequences in the public and nonprofit organizations. International Public Service Motivation Research Conference, 66(4).
 
42.
Perry J. (1996), Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1).
 
43.
Perry J. L., Hondeghem A. (2008), Directions for Future Theory and Research, in J.L. Perry and A. Hondeghem, Motivation in Public Management. The Call of Public Service. Oxford: Oxford University Press.
 
44.
Perry J., Coursey, D. (2005), What drives morally committed citizens? A study of the antecedents of public service motivation. Paper presented at the Public Management Research Conference, Los Angeles.
 
45.
Perry J., Wise, L. (1990), The motivational bases of public service, Public Administration Review, 50(3).
 
46.
Ritz A. (2011), Attraction to Public Policy-Making: A Qualitative Enquiry into Improvements in PSM Measurement, Public Administration, 89(3).
 
47.
Robbins St. (2001), Basic Motivation Concepts, Chpt. 6. New Jersey, Organizational Behavior Prentice Hall.
 
48.
Shrestha A.K, Mishra A.K. (2015), Interactive Effects of Public Service Motivation and Organizational Politics on Nepali Civil Service Employees’ Organizational Commitment, Business Perspectives and Research January, 3(1).
 
49.
Sorensen J. B. (2002), The Strength of Corporate Culture and the Reliability of Firm Performance, Administrative Science Quarterly, 47.
 
50.
Taylor J. (2008), Public service motivation and work outcomes: The effects of organizational rewards and work relations. International Public Management Journal, 11 (1).
 
51.
Trice H. M. Beyer J. M. (1993), The Cultures of Work Organizations. New York: Prentice-Hall, Englewood Cliffs.
 
52.
Vandenabeele W. (2007), Towards a theory of public service motivation, An institutional approach, Public Management Review, 9.
 
53.
Vandenabeele W. (2009), The mediating effect of job satisfaction and organizational commitment on self-reported performance, More robust evidence of the PSM performance relationship. International Review of Administrative Sciences, 75(1).
 
54.
Vandenabeele W., Hondeghem A., Maesschalck J., Depré R. (2004), Values and motivation in public administration: Public service motivation in an international comparative perspective, Paper presented at the European Group of Public Administration, Ljubljana, Slovenia.
 
55.
Witesman E., Walters L. (2014), Public service values: A new approach to the study of motivation in the public sphere, Public Administration, 92(2).
 
56.
Wright B. E., Davis B. S. (2003), Job satisfaction in the public sector: The role of the work environment, The American Review of Public Administration 33 (1).
 
57.
Wright B. E., Pandey S. K. (2005), Exploring the Nomological Map of the Public Service Motivation Concept. Paper presented at the 8th National Public Management Research Conference, Madrid.
 
58.
Yeung A. K. O., Brockbank J. W., Ulrich D. O. (1991), Organizational Culture and human resources practices: An empirical assessment, Research in Organizational Change and Development, 5.
 
59.
Zhang Z. Jia M. (2010), Using social exchange theory to predict the effects of high-performance human resource practices on corporate entrepreneurship: from China. Human Resource Management, 49 (4).
 
 
CITATIONS (18):
1.
Impact of Motivation on Performance: The Role of Organizational Commitment
Mochammad Munir Rachman
Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management
 
2.
Public Service Motivation and Turnover Intention: Testing the Mediating Effects of Job Attitudes
Kai-Peng Gan, Yun Lin, Qiu Wang
Frontiers in Psychology
 
3.
Antecedents of innovative behavior in public organizations: the role of public service motivation, organizational commitment, and perceived innovative culture
Geon Lee, Chulwoo Kim
Frontiers in Psychology
 
4.
Öğretmenlerin Örgütsel Bağlılıkları Ve Motivasyonları Arasındaki İlişkiler: Meta Analiz Çalışması
Özgür TÜRK, Öznur TULUNAY ATEŞ
Pamukkale University Journal of Education
 
5.
Promote or Deter: How Organizations Influence Public Service Motivation
Tyler Klatt, Matthew Fairholm
Public Personnel Management
 
6.
What can the university sector teach us about strategy? Support for strategy versus individual motivations to perform
Lauren Gellatly, Steven D'Alessandro, Leanne Carter
Journal of Business Research
 
7.
An Uphill Task for POSHAN Abhiyan: Examining the Missing Link of ‘Convergence’
Rajib Dasgupta, Susrita Roy, Monica Lakhanpaul
Indian Pediatrics
 
8.
The moderating effect of organizational culture type on the relationship between cultural satisfaction and employee referral intention: mining employee reviews on glassdoor.com
Jaekyo Seo, Suhyung Lee
Journal of Organizational Change Management
 
9.
Understanding public service motivation, workplace spirituality and employee well-being in the public sector
Sobia Hassan, Nighat Ansari, Ali Rehman, Amani Moazzam
International Journal of Ethics and Systems
 
10.
Exploring the determinants of an organisational talent culture for a Botswanan local government institution
Refilwe Masale, Emmerentia N. Barkhuizen, Nico E. Schutte
Acta Commercii
 
11.
Public service motivation in the Chinese context: Theory construction and workplace consequences
Bo WEN, Lei TAO
Advances in Psychological Science
 
12.
Organizing resilient infrastructure initiatives: A study on conceptualization, motivation, and operation of ten initiatives in the Netherlands
Yirang Lim, Johan Ninan, Sibout Nooteboom, Marcel Hertogh
Resilient Cities and Structures
 
13.
Evaluation of Strategic Human Resource Management in Local Authorities: A Focus on Organizational Culture and Job Motivation
Edwin Vegas-Gallo, Alex Pacheco, Rui Alexandre Castanho, Rosario Pariona-Luque, Fabian Lema, Liz Pacheco-Pumaleque, Marco Añaños Bedriñana, Jorge Franco-Medina, Felix Pucuhuayla-Revatta, Luís Loures
WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS
 
14.
Organisational Commitment and Turnover Intentions: Does Self-Efficacy Matter?
Julius Samuel Opolot, Charles Lagat, Stanley Kipsang
SEISENSE Journal of Management
 
15.
An exploratory study of workplace spirituality and employee well-being affecting public service motivation: an institutional perspective
Sobia Hassan, Nighat Ansari, Ali Rehman
Qualitative Research Journal
 
16.
Donor Orientation and Employee Attitudes and Behavior in Spanish Blood Transfusion Centers and Services
Josefa D. Martín-Santana, María Katiuska Cabrera-Suárez, María de la Cruz Déniz-Déniz
Applied Research in Quality of Life
 
17.
What Makes Government Workers Tick? Reinforcing Motivation through Workplace Trust to Attenuate Effects of Perceived Politics on Outcomes
Rowena Clemino Alcoba, Boon-anan Phinaitrup
International Journal of Public Administration
 
18.
The Interactive Effect of Extrinsic Controls and Public Service Motivation on Blame Avoidance
Wenyan Tu
Public Personnel Management
 
eISSN:2299-193X
ISSN:1429-9321 (1997-2019)
Journals System - logo
Scroll to top