Examining public service motivation in the voluntary sector: implications for public management

References

• Alvesson, M., K. L. Ashcraft, and R. Thomas. 2008. “Identity Matters: Reflections on the Construction of Identity Scholarship in Organization Studies.” Organization 15 (1): 5–28. doi:10.1177/1350508407084426.
   Web of Science ®Google Scholar
• Andersen, L. B. 2009. “What Determines the Behaviour and Performance of Health Professionals? Public Service Motivation, Professional Norms and/or Economic Incentives.” International Review of Administrative Sciences 75 (1): 79–97. doi:10.1177/0020852308099507.
   Web of Science ®Google Scholar
• Andersen, L. B., E. Heinesen, and L. H. Pedersen. 2014. “How Does Public Service Motivation among Teachers Affect Student Performance in Schools?” Journal of Public Administration Research and Theory 24 (3): 651–671. doi:10.1093/jopart/mut082.
   Web of Science ®Google Scholar
• Baines, D., S. Charlesworth, D. Turner, and L. O’neill. 2014. “Lean Social Care and Worker Identity: The Role of Outcomes, Supervision and Mission.” Critical Social Policy 34 (4): 433–453. doi:10.1177/0261018314538799.
   Web of Science ®Google Scholar
• Bellé, N. 2013. “Experimental Evidence on the Relationship between Public Service Motivation and Job Performance.” Public Administration Review 73 (1): 143–153. doi:10.1111/puar.2013.73.issue-1.
   Web of Science ®Google Scholar
• Bozeman, B., and X. Su. 2015. “Public Service Motivation Concepts and Theory: A Critique.” Public Administration Review 75 (5): 700–710. doi:10.1111/puar.12248.
   Web of Science ®Google Scholar
• Brandsen, T., and V. Pestoff. 2006. ““Co-Production, the Third Sector and the Delivery of Public Services: An Introduction.” Public Management Review 8 (4): 493–501. doi:10.1080/14719030601022874.
   Web of Science ®Google Scholar
• Bright, L. 2008. “Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees?” The American Review of Public Administration 38 (2): 149–166. doi:10.1177/0275074008317248.
   Web of Science ®Google Scholar
• Brooks, J., S. McCluskey, E. Turley, and N. King. 2015. “The Utility of Template Analysis in Qualitative Psychology Research.” Qualitative Research in Psychology 12 (2): 202–222. doi:10.1080/14780887.2014.955224.
   PubMed Web of Science ®Google Scholar
• Bryson, J. M., B. C. Crosby, and L. Bloomberg. 2014. “Public Value Governance: Moving beyond Traditional Public Administration and the New Public Management.” Public Administration Review 74 (4): 445–456. doi:10.1111/puar.12238.
   Web of Science ®Google Scholar
• Clark, J., J. Dobbs, D. Kane, and K. Wilding. 2009. The State and the Voluntary Sector. London, UK: NCVO.
   Google Scholar
• Clerkin, R. M., and J. D. Coggburn. 2012. “The Dimensions of Public Service Motivation and Sector Work Preferences.” Review of Public Personnel Administration 32 (3): 209–235. doi:10.1177/0734371X11433880.
   Web of Science ®Google Scholar
• Clerkin, R. M., S. R. Paynter, and J. K. Taylor. 2009. “Public Service Motivation in Undergraduate Giving and Volunteering Decisions.” The American Review of Public Administration 39 (6): 675–698. doi:10.1177/0275074008327512.
   Web of Science ®Google Scholar
• Cunningham, I. 2001. “Sweet Charity! Managing Employee Commitment in the UK Voluntary Sector.” Employee Relations 23 (3): 226–240. doi:10.1108/01425450110392616.
   Google Scholar
• Cunningham, I. 2008. Employment Relations in the Voluntary Sector. Abingdon, UK: Routledge.
   Google Scholar
• Cunningham, I. 2010. “Drawing from a Bottomless Well? Exploring the Resilience of Value-Based Psychological Contracts in Voluntary Organizations.” The International Journal of Human Resource Management 21 (5): 699–719. doi:10.1080/09585191003658862.
   Web of Science ®Google Scholar
• Cunningham, I., and P. James. 2011. “Outsourcing in British Social Care: Its Implications for Worker Security.” In Voluntary Organisations and Public Service Delivery, edited by I. Cunningham and P. James, 123–135. Abingdon, UK: Routledge.
   Google Scholar
• Denhardt, J. V., and R. B. Denhardt. 2011. The New Public Service: Serving, Not Steering. Armonk, NY: M.E. Sharpe.
   Google Scholar
• Diefenbach, T. 2009. “New Public Management in Public Sector Organizations: The Dark Sides of Managerialistic ‘Enlightenment’.” Public Administration 87 (4): 892–909. doi:10.1111/j.1467-9299.2009.01766.x.
   Web of Science ®Google Scholar
• Evans, B., T. Richmond, and J. Shields. 2005. “Structuring Neoliberal Governance: The Nonprofit Sector, Emerging New Modes of Control and the Marketisation of Service Delivery.” Policy and Society 24 (1): 73–97. doi:10.1016/S1449-4035(05)70050-3.
   Web of Science ®Google Scholar
• Fereday, J., and E. Muir-Cochrane. 2006. “Demonstrating Rigor Using Thematic Analysis: A Hybrid Approach of Inductive and Deductive Coding and Theme Development.” International Journal of Qualitative Methods 5 (1): 80–92. doi:10.1177/160940690600500107.
   Google Scholar
• Gergen, K. J., and M. M. Gergen. 1997. “Narratives of the Self.” In Memory, Identity, Community: The Idea of Narrative in the Human Sciences, edited by L. P. Hinchman and S. K. Hinchman, 161–184. New York, NY: State University New York.
   Google Scholar
• Giauque, D., S. Anderfuhren–Biget, and F. Varone. 2015. “HRM Practices Sustaining PSM: When Values Congruency Matters.” International Journal of Public Sector Performance Management 2 (3): 202–220. doi:10.1504/IJPSPM.2015.067812.
   Google Scholar
• Girth, A. M., A. Hefetz, J. M. Johnston, and M. E. Warner. 2012. “Outsourcing Public Service Delivery: Management Responses in Noncompetitive Markets.” Public Administration Review 72 (6): 887–900. doi:10.1111/puar.2012.72.issue-6.
   Web of Science ®Google Scholar
• Grant, A. 2008. “Employees without a Cause: The Motivational Effects of Prosocial Impact in Public Service.” International Public Management Journal 11 (1): 48–66. doi:10.1080/10967490801887905.
   Web of Science ®Google Scholar
• HM Treasury. 2002. The Role of the Voluntary and Community Sector in Service Delivery: A Cross Cutting Review. London: HM Treasury.
   Google Scholar
• Houston, D. J. 2008. “Behaviour in the Public Square.” In Motivation in Public Management: The Call of Public Service, edited by J. L. Perry and A. Hondeghem, 177–199. Oxford, UK: Oxford University Press.
   Google Scholar
• James, P. 2011. “Voluntary Sector Outsourcing: A Reflection on Employment-Related Rationales, Developments and Outcomes.” International Journal of Public Sector Management 24 (7): 684–693. doi:10.1108/09513551111172503.
   Google Scholar
• Kelly, J. 2007. “Reforming Public Services in the UK: Bringing in the Third Sector.” Public Administration 85 (4): 1003–1022. doi:10.1111/padm.2007.85.issue-4.
   Web of Science ®Google Scholar
• Kendall, J., and M. Knapp. 1996. The Voluntary Sector in the UK. Manchester, UK: Manchester University Press.
   Google Scholar
• Kim, S. 2005. “Individual-Level Factors and Organizational Performance in Government Organizations.” Journal of Public Administration Research and Theory 15 (2): 245–261. doi:10.1093/jopart/mui013.
   Web of Science ®Google Scholar
• Kim, S., and W. Vandenabeele. 2010. “A Strategy for Building Public Service Motivation Research Internationally.” Public Administration Review 70 (5): 701–709. doi:10.1111/puar.2010.70.issue-5.
   Web of Science ®Google Scholar
• Kim, S., W. Vandenabeele, B. E. Wright, L. B. Andersen, F. P. Cerase, R. K. Christensen, M. Koumenta, et al. 2013. “Investigating the Structure and Meaning of Public Service Motivation across Populations: Developing an International Instrument and Addressing Issues of Measurement Invariance.” Journal of Public Administration Research and Theory 23 (1): 79–102. doi:10.1093/jopart/mus027.
   Web of Science ®Google Scholar
• King, N. 2012. “Doing Template Analysis.” In Qualitative Organizational Research: Core Methods and Current Challenges, edited by G. Symon and C. Cassell, 426–450. London, UK: Sage.
   Google Scholar
• Kjeldsen, A. M., and C. B. Jacobsen. 2013. “Public Service Motivation and Employment Sector: Attraction or Socialization?” Journal of Public Administration Research and Theory 23 (4): 899–926. doi:10.1093/jopart/mus039.
   Web of Science ®Google Scholar
• Koumenta, M. 2011. “Public Service Motivation and Principled Agents in the Public Sector: A Survey of UK Prisons.” PhD Thesis, London School of Economics.
   Google Scholar
• Kristof-Brown, A. L., R. D. Zimmerman, and E. C. Johnson. 2005. “Consequences of Individuals’ Fit at Work: A Meta-Analysis of Person–Job, Person–Organization, Person–Group, and Person–Supervisor Fit.” Personnel Psychology 58 (2): 281–342. doi:10.1111/j.1744-6570.2005.00672.x.
   Web of Science ®Google Scholar
• Lee, S., and D. Olshfski. 2002. “Employee Commitment and Firefighters: It’s My Job.” Public Administration Review 62: 108–114. doi:10.1111/1540-6210.62.s1.19.
   Web of Science ®Google Scholar
• Lee, Y. 2012. “Behavioral Implications of Public Service Motivation: Volunteering by Public and Nonprofit Employees.” The American Review of Public Administration 42 (1): 104–121. doi:10.1177/0275074011398120.
   Web of Science ®Google Scholar
• Lee, Y., and V. M. Wilkins. 2011. “More Similarities or More Differences? Comparing Public and Nonprofit Managers’ Job Motivations.” Public Administration Review 71 (1): 45–56. doi:10.1111/puar.2011.71.issue-1.
   Web of Science ®Google Scholar
• Lewis, J. 2003. “Design Issues.” In Qualitative Research Practice, edited by J. Ritchie and J. Lewis, 47–76. London, UK: Sage.
   Google Scholar
• Liu, B., X. Zhang, L. Du, and Q. Hu. 2015. “Validating the Construct of Public Service Motivation in For-Profit Organizations: A Preliminary Study.” Public Management Review 17 (2): 262–287. doi:10.1080/14719037.2013.798023.
   Web of Science ®Google Scholar
• Lohmann, R. A. 1992. The Commons: New Perspectives on Nonprofit Organizations, Voluntary Action and Philanthropy. Electronic edition. Accessed 3 March 2017. http://dlc.dlib.indiana.edu/dlc/bitstream/handle/10535/5310/TheCommons(Lohmann,1992).pdf?sequence=1
   Google Scholar
• Mann, G. A. 2006. “A Motive to Serve: Public Service Motivation in Human Resource Management and the Role of PSM in the Non-Profit Sector.” Public Personnel Management 35 (1): 33–48. doi.10.1177/009102600603500103
   Google Scholar
• Meyer, R. E., I. Egger‐Peitler, M. A. Höllerer, and G. Hammerschmid. 2014. “Of Bureaucrats and Passionate Public Managers: Institutional Logics, Executive Identities, and Public Service Motivation.” Public Administration 92 (4): 861–885. doi:10.1111/padm.2014.92.issue-4.
   Web of Science ®Google Scholar
• Moynihan, D. P., and S. K. Pandey. 2007. “The Role of Organizations in Fostering Public Service Motivation.” Public Administration Review 67 (1): 40–53. doi:10.1111/puar.2007.67.issue-1.
   Web of Science ®Google Scholar
• NCVO. 2016. “UK Civil Society Almanac 2016 Volunteering Rates and Overview.” NCVO. Accessed 26 June 2017. https://data.ncvo.org.uk/a/almanac17/volunteer-overview/#formal-volunteering
   Google Scholar
• NCVO. 2017. “UK Civil Society Almanac 2017 Fast Facts.” NCVO. Accessed 26 June 2017. https://data.ncvo.org.uk/a/almanac17/fast-facts-6/
   Google Scholar
• Office for Civil Society. 2010. Building a Stronger Civil Society. London: Office for Civil Society. Accessed 24 February 2017. www.gov.uk/government/uploads/system/uploads/attachment_data/file/78927/building-stronger-civil-society.pdf
   Google Scholar
• Osborne, R., and T. Gaebler. 1992. Reinventing Government. Wokingham: Addison Wesley.
   Google Scholar
• Osborne, S. P. 2006. “Editorial: The New Public Governance?” Public Management Review 8 (3): 377–387. doi:10.1080/14719030600853022.
   Web of Science ®Google Scholar
• Osborne, S. P. 2018. “From Public Service-Dominant Logic to Public Service Logic: Are Public Service Organizations Capable of Co-Production and Value Co-Creation?” Public Management Review 20 (2): 225–231. doi: 10.1080/14719037.2017.1350461
   Web of Science ®Google Scholar
• Osborne, S. P., Z. Radnor, T. Kinder, and I. Vidal. 2015. “The SERVICE Framework: A Public SERVICE-Dominant Approach to Sustainable Public Services.” British Journal of Management 26 (3): 424–438. doi:10.1111/1467-8551.12094.
   Web of Science ®Google Scholar
• Park, S. M., and J. Word. 2012. “Driven to Service: Intrinsic and Extrinsic Motivation for Public and Nonprofit Managers.” Public Personnel Management 41 (4): 705–734. doi:10.1177/009102601204100407.
   Web of Science ®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. doi:10.1093/oxfordjournals.jpart.a024303.
   Google Scholar
• Perry, J. L. 2000. “Bringing Society In: Toward a Theory of Public-Service Motivation.” Journal of Public Administration Research and Theory 10 (2): 471–488. doi:10.1093/oxfordjournals.jpart.a024277.
   Google Scholar
• Perry, J. L., and A. Hondeghem. 2008. “Directions for Future Theory and Research.” In Motivation in Public Management: The Call of Public Service, edited by J. L. Perry and A. Hondeghem, 294–314. Oxford, UK: Oxford University Press.
   Google Scholar
• Perry, J. L., A. Hondeghem, and L. R. Wise. 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. doi:10.1111/puar.2010.70.issue-5.
   Web of Science ®Google Scholar
• Perry, J. L., J. L. Brudney, D. Coursey, and L. Littlepage. 2008. “What Drives Morally Committed Citizens? A Study of the Antecedents of Public Service Motivation.” Public Administration Review 68 (3): 445–458. doi:10.1111/j.1540-6210.2008.00881.x.
   Web of Science ®Google Scholar
• Perry, J. L., and L. R. Wise. 1990. “The Motivational Bases of Public Service.” Public Administration Review 50 (3): 367–373. doi:10.2307/976618.
   Web of Science ®Google Scholar
• Perry, J. L., and W. Vandenabeele. 2015. “Public Service Motivation Research: Achievements, Challenges, and Future Directions.” Public Administration Review 75 (5): 692–699. doi:10.1111/puar.12430.
   Web of Science ®Google Scholar
• Radnor, Z., and S. P. Osborne. 2013. “Lean: A Failed Theory for Public Services?” Public Management Review 15 (2): 265–287. doi:10.1080/14719037.2012.748820.
   Web of Science ®Google Scholar
• Rainey, H. G., and P. Steinbauer. 1999. “Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations.” Journal of Public Administration Research and Theory 9 (1): 1–32. doi:10.1093/oxfordjournals.jpart.a024401.
   Google Scholar
• Ritz, A., G. A. Brewer, and O. Neumann. 2016. “Public Service Motivation: A Systematic Literature Review and Outlook.” Public Administration Review 76 (3): 414–426. doi:10.1111/puar.12505.
   Web of Science ®Google Scholar
• Taylor, J. 2008. “Organizational Influences, Public Service Motivation and Work Outcomes: An Australian Study.” International Public Management Journal 11 (1): 67–88. doi:10.1080/10967490801887921.
   Web of Science ®Google Scholar
• Taylor, J. 2010. “Public Service Motivation, Civic Attitudes and Actions of Public, Nonprofit and Private Sector Employees.” Public Administration 88 (4): 1083–1098. doi:10.1111/padm.2010.88.issue-4.
   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): 545–556. doi:10.1080/14719030701726697.
   Web of Science ®Google Scholar
• 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): 11–34. doi:10.1177/0020852308099504.
   Web of Science ®Google Scholar
• Vandenabeele, W., and S. Van De Walle. 2008. “International Differences in Public Service Motivation: Comparing Regions across the World.” In In Motivation in Public Management: The Call of Public Service, edited by J. L. Perry and A. Hondeghem, 233–244. Oxford, UK: Oxford University Press.
   Google Scholar
• Word, J., and H. Carpenter. 2013. “The New Public Service? Applying the Public Service Motivation Model to Nonprofit Employees.” Public Personnel Management 42 (3): 315–336. doi:10.1177/0091026013495773.
   Web of Science ®Google Scholar
• Word, J., and S. M. Park. 2009. “Working across the Divide: Job Involvement in the Public and Nonprofit Sectors.” Review of Public Personnel Administration 29 (2): 103–133. doi:10.1177/0734371X09331619.
   Web of Science ®Google Scholar
• Wright, B. E., and A. M. Grant. 2010. “Unanswered Questions about Public Service Motivation: Designing Research to Address Key Issues of Emergence and Effects.” Public Administration Review 70 (5): 691–700. doi:10.1111/puar.2010.70.issue-5.
   Web of Science ®Google Scholar
• Wright, B. E., D. P. Moynihan, and S. K. Pandey. 2012. “Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence.” Public Administration Review 72 (2): 206–215. doi:10.1111/puar.2012.72.issue-2.
   Web of Science ®Google Scholar
• Wright, B. E. 2008. “Methodological Challenges Associated with Public Service Motivation Research.” In Motivation in Public Management: The Call of Public Service, edited by J. L. Perry and A. Hondeghem, 80–98. Oxford, UK: Oxford University Press.
   Google Scholar
• Wright, B. E., and R. K. Christensen. 2010. “Public Service Motivation: A Test of the Job Attraction–Selection–Attrition Model.” International Public Management Journal 13 (2): 155–176. doi:10.1080/10967491003752012.
   Web of Science ®Google Scholar
• Wright, B. E., R. K. Christensen, and K. R. Isett. 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.2013.73.issue-5.
   Web of Science ®Google Scholar