The Cost of Saving Money: Public Service Motivation, Private Security Contracting, and the Salience of Employment Status

References

• Andersen, L. B., Pallesen, T., & Pedersen, L. H. (2011). Does ownership matter? Public service motivation among physiotherapists in the private and public sectors in Denmark. Review of Public Personnel Administration, 31(1), 10–27.
   Web of Science ®Google Scholar
• Baarspul, H. C., & Wilderom, C. P. (2011). Do employees behave differently in public-vs private-sector organizations? A state-of-the-art review. Public Management Review, 13(7), 967–1002.
   Web of Science ®Google Scholar
• Beitin, B. K. (2012). Interview and sampling. In J. Gubrium, J. Holstein, A. Marvasti, and K. McKinney (Eds.), The sage handbook of interview research: The complexity of the craft (pp. 243–254). Thousand Oaks, CA: Sage.
   Google Scholar
• Boyd, C. O. (2001). Philosophical foundations of qualitative research. In P. Munhall (Ed.), Nursing research: A qualitative perspective (pp. 65–90). Sudbury, MA: Jones and Bartlett Publishers.
   Google Scholar
• Bozeman, B. (1987). All organizations are public: Bridging public and private organizational theories. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington, DC: Georgetown University Press.
   Google Scholar
• Bozeman, B., & Su, X. (2015). Public service motivation concepts and theory: A critique. Public Administration Review, 75(5), 700–710.
   Web of Science ®Google Scholar
• Brewer, G. A. (2008). Employee and organizational performance. In J. L. Perry and A. Hondeghem (Eds), Motivation in public management: The call of public service (pp. 136–56). Oxford, UK: Oxford University Press.
   Google Scholar
• 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(3), 413–440.
   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.
   Web of Science ®Google Scholar
• Brown, T. L., & Potoski, M. (2005). Transaction costs and contracting: The practitioner perspective. Public Performance & Management Review, 28(3), 326–351.
   Google Scholar
• Buelens, M., & Van den Broeck, H. (2007). An analysis of differences in work motivation between public and private sector organizations. Public Administration Review, 67(1), 65–74.
   Web of Science ®Google Scholar
• Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International comparison of public and private employees’ work motives, attitudes, and perceived rewards. Public Administration Review, 75(3), 479–489.
   Web of Science ®Google Scholar
• Bureau of Labor Statistics. (2009). U.S. Department of Labor, Occupational Outlook Handbook, 2008–09. Retrieved from http://www.bls.gov/OCO (Accessed 28 May, 2018).
   Google Scholar
• Camilleri, E., & Van Der Heijden, B. I. (2007). Organizational commitment, public service motivation, and performance within the public sector. Public Performance & Management Review, 31(2), 241–274.
   Google Scholar
• Corbin, J. M., & Strauss, A. (1990). Grounded theory research: Procedures, canons, and evaluative criteria. Qualitative Sociology, 13(1), 3–21.
   Web of Science ®Google Scholar
• Creswell, J. W. (1998). Qualitative inquiry and research design: Choosing among five traditions. Thousand Oaks, CA: Sage.
   Google Scholar
• Crewson, P. E. (1997). Public-service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory, 7(4), 499–518.
   Google Scholar
• DeHart-Davis, L., Marlowe, J., & Pandey, S. K. (2006). Gender dimensions of public service motivation. Public Administration Review, 66(6), 873–887.
   Web of Science ®Google Scholar
• Dillender, M., Heinrich, C., & Houseman, S. N. (2016). Effects of the Affordable Care Act on part-time employment: Early evidence. Working paper.
   Google Scholar
• Even, W. E., & Macpherson, D. A. (2018). The affordable care act and the growth of involuntary part-time employment. Working paper.
   Google Scholar
• Gabris, G. T., & Simo, G. (1995). Public sector motivation as an independent variable affecting career decisions. Public Personnel Management, 24(1), 33–51.
   Web of Science ®Google Scholar
• Getha-Taylor, H. (2009). Where’s (Dwight) Waldo? Public Performance & Management Review, 32(4), 574–578.
   Google Scholar
• Getha-Taylor, H., Fowles, J., Silvia, C., & Merritt, C. C. (2015). Considering the effects of time on leadership development: A local government training evaluation. Public Personnel Management, 44(3), 295–316.
   Web of Science ®Google Scholar
• Giannikis, S. K., & Mihail, D. M. (2011). Modelling job satisfaction in low-level jobs: Differences between full-time and part-time employees in the Greek retail sector. European Management Journal, 29(2), 129–143.
   Web of Science ®Google Scholar
• Gilmour, R. S., & Jensen, L. S. (1998). Reinventing government accountability: public functions, privatization, and the meaning of “state action”. Public Administration Review, 58, 247–258.
   Web of Science ®Google Scholar
• Girth, A. M. (2012). A closer look at contract accountability: Exploring the determinants of sanctions for unsatisfactory contract performance. Journal of Public Administration Research and Theory, 24(2), 317–348.
   Web of Science ®Google Scholar
• Glaser, B., & Strauss, A. (1967). The discovery of grounded theory. Chicago: Aldine.
   Google Scholar
• Greve, C. (2001). New avenues for contracting out and implications for a theoretical framework. Public Performance & Management Review, 24, 270–284.
   Google Scholar
• Guest, G., Bunce, A., & Johnson, L. (2006). How many interviews are enough? An experiment with data saturation and variability. Field methods, 18(1), 59–82.
   Web of Science ®Google Scholar
• Haslam, S. A. (2004). Psychology in organizations. Thousand Oaks, CA: Sage.
   Google Scholar
• Hefetz, A., & Warner, M. (2004). Privatization and its reverse: Explaining the dynamics of the government contracting process. Journal of Public Administration Research and Theory, 14(2), 171–190.
   Web of Science ®Google Scholar
• Houston, D. J. (2000). Public-service motivation: A multivariate test. Journal of Public Administration Research and Theory, 10(4), 713–728.
   Google Scholar
• Houston, D. J. (2011). Implications of occupational locus and focus for public service motivation: Attitudes toward work motives across nations. Public Administration Review, 71(5), 761–771.
   Web of Science ®Google Scholar
• Jaccard, J., & Jacoby, J. (2009). Theory construction and model-building skills: A practical guide for social scientists. New York: Guilford Press.
   Google Scholar
• Jensen, L. S., & Kennedy, S. S. (2005). Public ethics, legal accountability, and the new governance. In H. G. Frederickson and R. K. Ghere (Eds.) Ethics in public management (pp. 220–242). Armonk, NY: M.E. Sharp.
   Google Scholar
• Johnston, J. M., & Romzek, B. S. (1999). Contracting and accountability in state Medicaid reform: Rhetoric, theories, and reality. Public Administration Review, 59, 383–399.
   Web of Science ®Google Scholar
• Jurkiewicz, C. L. (2000). Generation X and the public employee. Public Personnel Management, 29(1), 55–74.
   Web of Science ®Google Scholar
• Jurkiewicz, C. L., & Massey Jr, T. K. (1997). What motivates municipal employees: A comparison study of supervisory vs. non-supervisory personnel. Personnel Administration, 26(3), 367–377.
   Google Scholar
• Jurkiewicz, C. L., Massey Jr, T. K., & Brown, R. G. (1998). Motivation in public and private organizations: A comparative study. Public Productivity & Management Review, 21(3), 230–250.
   Google Scholar
• Kacmar, K. M., Carlson, D. S., & Brymer, R. A. (1999). Antecedents and consequences of organizational commitment: A comparison of two scales. Educational and Psychological Measurement, 59(6), 976–994.
   Web of Science ®Google Scholar
• Kalleberg, A. L. (1995). Part-time work and workers in the United States: Correlates and policy issues. Washington & Lee Law Review, 52, 771.
   Google Scholar
• Kennedy, S. S. (2000). When is private public-state action in the era of privatization and public-private partnerships. George Mason UCRLJ, 11, 203.
   Google Scholar
• Kennedy, S. S. (2001). Privatizing education: The politics of vouchers. Phi Delta Kappan, 82(6), 450–456.
   Web of Science ®Google Scholar
• Kettl, D. F. (1988). Government by proxy:(Mis?) managing federal programs. Washington, DC: CQ Press.
   Google Scholar
• Kettl, D. F. (1993). The myths, realities, and challenges of privatization. In F. J. Thompson (Ed.) Revitalizing state and local public service: Strengthening performance, accountability, and citizen confidence (pp. 246–275). San Francisco: Jossey Bass.
   Google Scholar
• Kettl, D. F. (2000). Public administration at the millennium: The state of the field. Journal of Public Administration Research and Theory, 10(1), 7–34.
   Google Scholar
• Kim, S. (2009). Revising Perry’s measurement scale of public service motivation. The American Review of Public Administration, 39(2), 149–163.
   Web of Science ®Google Scholar
• Kim, S., Vandenabeele, W., Wright, B. E., Andersen, L. B., Cerase, F. P., Christensen, R. K., … & De Vivo, P. (2012). 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.
   Web of Science ®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
• Kjeldsen, A. M., & Jacobsen, C. B. (2012). Public service motivation and employment sector: Attraction or socialization? Journal of Public Administration Research and Theory, 23(4), 899-926.
   Web of Science ®Google Scholar
• Kovach, K. A. (1995). Employee motivation: Addressing a crucial factor in your organization’s performance. Employment Relations Today, 22(2), 93–107.
   Google Scholar
• Lewis, G. B. (1998). Part-time employment in the federal service: Do the benefits outweigh the costs?. The American Review of Public Administration, 28(1), 61–74.
   Web of Science ®Google Scholar
• Lyons, S. T., Duxbury, L. E., & Higgins, C. A. (2006). A comparison of the values and commitment of private sector, public sector, and parapublic sector employees. Public Administration Review, 66(4), 605–618.
   Web of Science ®Google Scholar
• Maidani, E. A. (1991). Comparative study of Herzberg’s two-factor theory of job satisfaction among public and private sectors. Public Personnel Management, 20(4), 441–448.
   Web of Science ®Google Scholar
• Hall, L. M., & Kennedy, S. S. (2008). Public and nonprofit management and the “new governance”. The American Review of Public Administration, 38(3), 307–321.
   Web of Science ®Google Scholar
• Metzger, G. E. (2003). Privatization as delegation. Columbia Law Review, 103, 1367.
   Web of Science ®Google Scholar
• Milward, H. B., & Provan, K. G. (2000). Governing the hollow state. Journal of Public Administration Research and Theory, 10(2), 359–380.
   Google Scholar
• Minow, M. (2000). Partners, Not Rivals: Redrawing the Lines between Public and Private, Non-Profit and Profit, and Secular and Religious. Boston University Law Review, 80, 1061.
   Web of Science ®Google Scholar
• Mirabella, R. M. (2001). A symposium introduction: Filling the hollow state: Capacity-building within the nonprofit sector. Public Performance & Management Review, 25(1), 8–13.
   Google Scholar
• Moulton, S., & Feeney, M. K. (2010). Public service in the private sector: Private loan originator participation in a public mortgage program. Journal of Public Administration Research and Theory, 21(3), 547–572.
   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
• Naff, K. C., & Crum, J. (1999). Working for America: Does public service motivation make a difference?. Review of Public Personnel Administration, 19(4), 5–16.
   Google Scholar
• Pandey, S. K., Pandey, S., Breslin, R., & Broadus, E. (2017). Public service motivation research program: Key challenges and future prospects. In J. Raadschelders and R. Stillman (Eds.). Foundations of Public Administration, (pp. 314–332). Irvine, CA: Melvin and Leigh.
   Google Scholar
• Parfomak, P. W. (2004). Pipeline security: An overview of federal activities and current policy issues. Library of Congress Washington DC Congressional Research Service.
   Google Scholar
• Perry, J. L., & Hondeghem, A. (2008). Motivation in public management: The call of public service. Oxford, UK: Oxford University Press.
   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. L. (1997). Antecedents of public service motivation. Journal of Public Administration Research and Theory, 7(2), 181–197.
   Google Scholar
• Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50, 367–373.
   Web of Science ®Google Scholar
• Rainey, H. G. (1983). Public agencies and private firms: Incentive structures, goals, and individual roles. Administration & Society, 15(2), 207–242.
   Web of Science ®Google Scholar
• Ritz, A. (2011). Attraction to Public Policy‐Making: A Qualitative Inquiry into Improvements in PSM Measurement. Public Administration, 89(3), 1128–1147.
   Web of Science ®Google Scholar
• Salamon, L. M. (1989). Beyond privatization: The tools of government action. Washington, DC: The Urban Institute.
   Google Scholar
• Salamon, L.M. (2002). The tools approach and the new governance: Conclusion and implications of government. In O. V. Elliot (Ed.) The tools of government: A guide to the new governance (pp. 600–601). New York: Oxford University Press.
   Google Scholar
• Schott, C., van Kleef, D. D., & Steen, T. (2015). What does it mean and imply to be public service motivated? The American Review of Public Administration, 45(6), 689–707.
   Web of Science ®Google Scholar
• Scott, T. M., & McPherson, M. (1971). The development of the private sector of the criminal justice system. Law & Society Review, 6(2), 267–288.
   Web of Science ®Google Scholar
• Seidman, H., & Gilmour, R. S. (1986). Politics, position, and power: From the positive to the regulatory state. New York: Oxford University Press.
   Google Scholar
• Smith, S. R., & Lipsky, M. (2009). Nonprofits for hire: The welfare state in the age of contracting. Cambridge, MA: Harvard University Press.
   Google Scholar
• Starr, P. (1988). The meaning of privatization. Yale Law & Policy Review, 6(1), 6–41.
   Google Scholar
• Strauss, A. L. (1987). Qualitative analysis for social scientists. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Suddaby, R. (2006). From the editors: What grounded theory is not. Academy of Management Journal, 49(4), 633–642.
   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.
   Web of Science ®Google Scholar
• Thomas, S. P., & Pollio, H. R. (2002). Listening to patients: A phenomenological approach to nursing research and practice. New York: Springer Publishing Company.
   Google Scholar
• Van Slyke, D. M. (2003). The mythology of privatization in contracting for social services. Public Administration Review, 63(3), 296–315.
   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.
   Web of Science ®Google Scholar
• Van Eijk, C. J., & Steen, T. P. (2014). Why people co-produce: Analysing citizens’ perceptions on co-planning engagement in health care services. Public Management Review, 16(3), 358-382.
   Web of Science ®Google Scholar
• Wegge, J., Van Dick, R., Fisher, G. K., Wecking, C., & Moltzen, K. (2006). Work motivation, organisational identification, and well-being in call centre work. Work & Stress, 20(1), 60–83.
   Web of Science ®Google Scholar
• Wittmer, D. (1991). Serving the people or serving for pay: Reward preferences among government, hybrid sector, and business managers. Public Productivity & Management Review, 14(4), 369–383.
   Google Scholar
• 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.
   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., Christensen, R. K., & Pandey, S. K. (2013). Measuring public service motivation: Exploring the equivalence of existing global measures. International Public Management Journal, 16(2), 197–223.
   Web of Science ®Google Scholar