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Employing intrinsically motivated individuals has been proposed as a means of improving public sector performance. In this article, we investigate whether intrinsic motivation affects the sorting of employees between the private and the public sectors, paying particular attention to whether extrinsic rewards crowd out intrinsic motivation. Using British longitudinal data, we find that individuals are attracted to the public sector by the intrinsic rather than the extrinsic rewards that the sector offers. We also find evidence supporting the intrinsic motivation crowding out hypothesis, in that, higher extrinsic rewards reduce the propensity of intrinsically motivated individuals to accept public sector employment. This is, however, only true for two segments of the UK public sector: the higher education sector and the National Health Service. Although our findings inform the literature on public service motivation, they also pose the question whether lower extrinsic rewards could increase the average quality of job matches in the public sector, thus improving performance without the need for high-powered incentives. Adapted from the source document.

In this report, prepared for the Eighth Quadrennial Review ofMilitary Compensation, intrinsic task motivation is related to selfmanagement, a set ofproblem solving behaviors corresponding to the requirements specified for twenty-first century military personnel. Intrinsic task motivation refers to the psychological rewards that individuals derive directly from their work tasks. An integrative theory presents four types ofintrinsic rewards: senses ofmeaningrulness, choice, competence, and progress. These rewards correspond to four types of decision-making behaviors that define self-management: committing to a meaningful purpose, choosing activities to accomplish this purpose, monitoring the quality/competence of one's activities, and monitoring one's progress toward the purpose. Self-management is contrasted with micro-management: the dominant style ofthe traditional or "old school" ofmanagement. Intrinsic motivation and selfmanagement are more congruent with the military's strategic human resource requirements in the twenty-first century, as exemplified by Total Quality Management, Force XXI, and the U.S. Army as a learning organization. The potential benefits ofintrinsic task motivation and self-management include, at the individual level, flexibility, adaptation, responsiveness, innovation, learning, and satisfaction. These, in turn, are expected to lead to enhanced retention and readiness, at individual and unit levels