Public service motivation and public sector employment preference: Comparing Italian and British students

References

• Asseburg, J., Homberg, F., & Vogel, R. (2018). Recruitment messaging, environmental fit and public service motivation: Experimental evidence on intentions to apply for public sector jobs. International Journal of Public Sector Management, 31(6), 689–709.
   Web of Science ®Google Scholar
• Asseburg, J., & Homberg, F. (2018). Public service motivation or sector rewards? Two studies on the determinants of sector attraction. Review of Public Personnel Administration, in press.
   Web of Science ®Google Scholar
• Asseburg, J., Hattke, J., Hensel, D., Homberg, F., & Vogel, R. (2019). The tacit dimension of public sector attraction in multi-incentive settings. Journal of Public Administration Research and Theory, online first: doi:10.1093/jopart/muz004
   Web of Science ®Google Scholar
• Bach, S., & Bordogna, L. (2011). Varieties of new public management or alternative models? The reform of public service employment relations in industrialized democracies. The International Journal of Human Resource Management, 22(11), 2281–2294.
   Web of Science ®Google Scholar
• Bellé, N., & Ongaro, E. (2014). NPM, administrative reforms and public service motivation: Improving the dialogue between research agendas. International Review of Administrative Sciences, 80(2), 382–400.
   Web of Science ®Google Scholar
• Bozeman, B. (2002). Public value failure: When efficient markets may not do. Public Administration Review, 62(2), 145–161.
   Web of Science ®Google Scholar
• Brunetto, Y., & Farr-Wharton, R. (2005). The impact of NPM on the job satisfaction of a range of Australian public sector employees. Asia Pacific Journal of Human Resources, 43, 289–304.
   Google Scholar
• Brunetto, Y., Shacklock, K., Teo, S., & Farr-Wharton, R. (2014). The impact of management on the engagement and well-being of high emotional labour employees. The International Journal of Human Resource Management, 25(17), 2345–2363.
   Web of Science ®Google Scholar
• Buick, F., Blackman, D. A., O'Donnell, M. E., O'Flynn, J. L., & West, D. (2015). Can enhanced performance management support public sector change? Journal of Organizational Change Management, 28(2), 271–289.
   Web of Science ®Google Scholar
• Chetkovich, C. (2003). What’s in a sector? The shifting career plans of public policy students. Public Administration Review, 63(6), 660–674.
   Web of Science ®Google Scholar
• Christensen, R. K., Paarlberg, L., & Perry, J. L. (2017). Public service motivation research: Lessons for practice. Public Administration Review, 77(4), 529–542.
   Web of Science ®Google Scholar
• Coursey, D., Brudney, J. L., Littlepage, L., & Perry, J. L. (2011). Does public service motivation matter in volunteering domain choices? A test of functional theory. Review of Public Personnel Administration, 31(1), 48–66.
   Web of Science ®Google Scholar
• 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(4), 723–743.
   Web of Science ®Google Scholar
• Clerkin, R. M., & Coggburn, J. D. (2012). The dimensions of public service motivation and sector work preferences. Review of Public Personnel Administration, 32(3), 210–35.
   Web of Science ®Google Scholar
• De Cooman, R., Gieter, S. D., Pepermans, R., Hermans, S., Bois, C. D., Caers, R., & Jegers, M. (2009). Person–organization fit: Testing socialization and attraction–selection–attrition hypotheses. Journal of Vocational Behavior, 74(1), 102–107.
   Web of Science ®Google Scholar
• Diefenbach, T. (2009). New public management in public sector organizations: The dark side of managerialistic ‘enlightenment’. Public Administration, 87, 892–909.
   Web of Science ®Google Scholar
• Farrell, C., & Morris, J. (2013). Managing the neo-bureaucratic organization: Lessons from the UK’s prosaic sector. The International Journal of Human Resource Management, 24(7), 1376–1392.
   Web of Science ®Google Scholar
• Fernandez, S., & Pitts, D. W. (2007). Under what conditions do public managers favor and pursue organizational change? The American Review of Public Administration, 37(3), 324–341.
   Web of Science ®Google Scholar
• Frey, B. S., Homberg, F., & Osterloh, M. (2013). Organizational control systems and pay-for-performance in the public service. Organization Studies, 34(7), 949–972.
   Web of Science ®Google Scholar
• Georgellis, Y., & Tabvuma, V. (2010). Does public service motivation adapt? Kyklos, 63(2), 176–191.
   Web of Science ®Google Scholar
• Harari, M. B., Herst, D. E., Parola, H. R., & Carmona, B. P. (2016). Organizational correlates of public service motivation: A meta-analysis of two decades of empirical research. Journal of Public Administration Research and Theory, 27(1), 68–84.
   Web of Science ®Google Scholar
• Homberg, F., McCarthy, D., & Tabvuma, V. (2015). A meta-analysis of the relationship between public service motivation and job satisfaction. Public Administration Review, 75(5), 711–722.
   Web of Science ®Google Scholar
• Hood, C. (1991). A public management for all seasons. Public Administration, 69(1) (Spring), 3–19.
   Web of Science ®Google Scholar
• Hood, C. (1995). Emerging issues in public management. Public Administration, 73(1) (Spring), 165–83.
   Web of Science ®Google Scholar
• Homberg, F., Vogel, R., & Weiherl, J. (2019). Public service motivation and continuous organizational change: Taking charge behaviour at police services. Public Administration, 97(1), 28–47.
   Web of Science ®Google Scholar
• Hansen, J. R. (2014). From public to private sector: Motives and explanations for sector switching. Public Management Review, 16(4), 590–607.
   Web of Science ®Google Scholar
• Kellis, D. S., & Ran, B. (2015). Effective leadership in managing NPM-based change in the public sector. Journal of Organizational Change Management, 28(4), 614–626.
   Web of Science ®Google Scholar
• Jepperson, R. (1991). Institutions, institutional effects and institutionalisation. In Powell & DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 143–163). Chicago: Chicago University Press.
   Google Scholar
• Kjeldsen, A. M. (2014). Dynamics of public service motivation: Attraction–selection and socialization in the production and regulation of social services. Public Administration Review, 74(1), 101–112.
   Web of Science ®Google Scholar
• Kuhlmann, S. (2010). New public management for the 'classical continental European administration': Modernization at the local level in Germany, France and Italy. Public Administration, 88(4), 1116–1130.
   Web of Science ®Google Scholar
• Lee, G., & Choi, D. L. (2016). Does public service motivation influence the college students’ intention to work in the public sector? Evidence from Korea. Review of Public Personnel Administration, 36(2), 145–163.
   Web of Science ®Google Scholar
• Lewis, G. B., & Frank, S. A. (2002). Who wants to work for the government? Public Administration Review, 62(4), 395–404.
   Web of Science ®Google Scholar
• Leisink, P., & Steijn, B. (2009). Public service motivation and job performance of public sector employees in the Netherlands. International Review Of Administrative Sciences, 75 (1), 35–52.
   Web of Science ®Google Scholar
• Meyer, R. E., & Hammerschmid, G. (2006). Changing institutional logics and executive identities: A managerial challenge to public administration in Austria. American Behavioral Scientist, 49(7), 1000–1014.
   Web of Science ®Google Scholar
• Meyer, R. E., Egger-Peitler, I., Höllerer, M. A., & Hammerschmid, G. (2014). Of bureaucrats and passionate public managers: Institutional logics, executive identities, and public service motivation. Public Administration, 92(4), 861–885.
   Web of Science ®Google Scholar
• Michie, S., & West, M. A. (2004). Managing people and performance: An evidence based framework applied to health service organizations. International Journal of Management Reviews, 5–6(2), 91–111.
   Web of Science ®Google Scholar
• Moynihan, D. P., & Pandey, S. K. (2007). The role of organizations in fostering public service motivation. Public Administration Review, 67(1), 40–53.
   Web of Science ®Google Scholar
• Noblet, A., Rodwell, J., & McWilliams, J. (2006). Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under new public management. Work & Stress, 20(4), 335–352.
   Web of Science ®Google Scholar
• O’Donnell, M., Allan, C., & Peetz, D. (1999). The new public management and workplace change in Australia. Sydney: School of Industrial Relations and Organizational Behaviours, UNSW.
   Google Scholar
• Neumann, O., & Ritz, A. (2015). Public service motivation and rational choice modelling. Public Money & Management, 35(5), 365–370.
   Web of Science ®Google Scholar
• Omari, M., & Megan Paull, M. (2015). Public sector work intensification and negative behaviors. Journal of Organizational Change Management, 28(4), 603–613.
   Web of Science ®Google Scholar
• Ng, E. S. W., & Gossett, C. W. (2013). Career choice in canadian public service: An exploration of fit with the millennial generation. Public Personnel Management, 42(3), 337–358.
   Web of Science ®Google Scholar
• Pedersen, M. J. (2013). Public service motivation and attraction to public versus private sector employment: Academic field of Study as Moderator? International Public Management Journal, 16(3), 357–385.
   Web of Science ®Google Scholar
• Perry, J. L. (2014). The motivational bases of public service: Foundations for a third wave of research. Asia Pacific Journal of Public Administration, 36(1), 34–48.
   Google Scholar
• Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5–22.
   Google Scholar
• Perry, J., & Hondeghem, A. (2008). ‘Motivation in public management: The call of public service’. Oxford: Oxford University Press.
   Google Scholar
• Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 681–690.
   Web of Science ®Google Scholar
• Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367–373.
   Web of Science ®Google Scholar
• Peters, B. G. (2008). The napoleonic tradition. International Journal of Public Sector Management, 21(2), 118–132.
   Google Scholar
• Pink, D. (2011). Drive: The surprising truth about what motivates us. Canongate Books.
   Google Scholar
• Pollitt, C., & Dan, S. (2013). Searching for impacts in performance-oriented management reform. Public Performance & Management Review, 37(1), 7–32.
   Web of Science ®Google Scholar
• Pollitt, C., & Bouckaert, G. (2011). Public management reform: A comparative analysis. New public management, governance, and the neo-Weberian state (3rd ed). Oxford: Oxford University Press.
   Google Scholar
• Powell, W. W., & Colyvas, J. A. (2008). Microfoundations of institutional theory. In R. Greenwood, C. Oliver, K. Sahlin, & R. Suddaby (Eds.), The Sage handbook of organizational institutionalism (pp. 276–298). London: Sage.
   Google Scholar
• Rees, C. J., & Johari, H. (2010). Senior managers’ perceptions of the HRM function during times of strategic organizational change. Journal of Organizational Change Management, 23(5), 517–536.
   Web of Science ®Google Scholar
• Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public service motivation: A systematic literature review and outlook. Public Administration Review, 76(3), 414–426.
   Web of Science ®Google Scholar
• Ritz, A., & Waldner, C. (2011). Competing for future leaders: A study of attractiveness of public sector organizations to potential job applicants. Review of Public Personnel Administration, 31(3), 291–316.
   Web of Science ®Google Scholar
• Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437–453.
   Web of Science ®Google Scholar
• Steijn, B. (2008). Person-environment fit and public service motivation. International Public Management Journal, 11(13), 13–27.
   Google Scholar
• Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50(1), 35–67.
   Web of Science ®Google Scholar
• Townley, B. (2002). The role of competing rationalities in institutional change. Academy of Management Journal, 45(1), 163–179.
   Web of Science ®Google Scholar
• Tschirhart, M., Reed, K. K., Freeman, S. J., & Anker, A. L. (2008). Is the grass greener? Sector shifting and choice of sector by MPA and MBA graduates. Nonprofit and Voluntary Sector Quarterly, 37(4), 668–688.
   Web of Science ®Google Scholar
• Vandenabeele, W. (2008). Government calling: Public service motivation as an element in selecting government as an employer of choice. Public Administration, 86(4), 1090–1105.
   Web of Science ®Google Scholar
• Vandenabeele, W. (2007). Toward a public administration theory of public service motivation – An institutional approach. Public Management Review, 9(4), 545–555.
   Web of Science ®Google Scholar
• Vandenabeele, W., Scheeper, S., & Hondeghem, A. (2006). Public service motivation in an international comparative perspective. Public Policy and Administration, 21(1), 13–31.
   Google Scholar
• Vandenabeele, W., & Skelcher, C. (2015). Review: Public service motivation—practical problems, scientific evidence and the role of a research community. Public Money & Management, 35(5), 321–327.
   Web of Science ®Google Scholar
• Verbeeten, F. H., & Speklé, R. F. (2015). Management control, results-oriented culture and public sector performance: Empirical evidence on new public management. Organization Studies, 36(7), 953–978.
   Web of Science ®Google Scholar
• Wright, B. E. (2001). Public sector work motivation: A review of the current literature and a revised conceptual model. Journal of Public Administration Research and Theory, 11(4), 559–586.
   Web of Science ®Google Scholar
• Wright, B. E., & Grant, A. M. (2010). Unanswered questions about public service motivation: Designing research to address key issues of emergence and effects. Public Administration Review, 70(5), 691–700.
   Web of Science ®Google Scholar
• Wright, B. E., & Christensen, R. K. (2010). Public service motivation: A test of the job attraction-selection-attrition model. International Public Management Journal, 13(2), 155–176.
   Web of Science ®Google Scholar
• Wright, B. E., Hassan, S., & Christensen, R. K. (2017). Job choice and performance: Revisiting core assumptions about public service motivation. International Public Management Journal, 20(1), 108–131.
   Web of Science ®Google Scholar