Suchergebnisse

This study investigates the effects of public servants' reinvention reform perceptions, public service motivation (PSM), and organizational commitment on organizational performance in the public sector. There is very little research exploring those relationships in Taiwan, and the topic is thus worthy of more systematic examination. This paper utilizes the Taiwan Government Bureaucrats Survey II (TGBS II), which collected 1,464 valid samples from the public sector and used structural equation model to test the hypotheses. We find that reinvention reform perception positively affects public servants' PSM, organizational commitment and organizational performance. Finally, results demonstrate that organizational commitment mediates the relationship between PSM and organizational performance.

Recent evidence shows public service motivation (PSM) may be unrelated to one's consideration of a public service career. In places where civil service examinations prevail, even adverse selection (selecting low-PSM individuals) can occur. This leaves public sector managers with tough questions: "Can we improve new recruits' PSM? Does training matter?" The present study attempts to answer these questions by using a case of onboard training in Taiwan. We hypothesize that PSM, along with public service–related knowledge and a positive attitude toward public service work, improves after training, and that the improvement hinges on trainees' satisfaction with training and perceived usefulness of training. Analytical results indicate that knowledge and attitudes are more "trainable" than PSM. Meanwhile, training satisfaction is associated with the growth of public service–related knowledge, while perceived training usefulness relates to a positive attitude toward public service work and PSM. Overall, these findings advance our understanding of the effectiveness of public service training, its determinants, and the implications for public employees' public service orientations.

The existing literature addressing antecedents of public service motivation (PSM) focuses on personal predisposition and institutional shaping. The authors offer a focus that differs from previous studies, arguing that workplace trust as a result of human interaction and personal choice has a bearing on PSM. It is postulated that public managers' trust in citizens, trust in colleagues, and trust in agency leaders enhance their PSM. The authors test this proposition by using data collected from middle managers working in the Taiwan central government and it receives strong support. This study brings trust into the study of PSM, facilitates interdisciplinary dialogues, and thus helps make PSM a type of knowledge that pushes back the boundaries of public administration. Adapted from the source document.

AbstractThe existing literature addressing antecedents of public service motivation (PSM) focuses on personal predisposition and institutional shaping. The authors offer a focus that differs from previous studies, arguing that workplace trust as a result of human interaction and personal choice has a bearing onPSM. It is postulated that public managers' trust in citizens, trust in colleagues, and trust in agency leaders enhance theirPSM. The authors test this proposition by using data collected from middle managers working in the Taiwan central government and it receives strong support. This study brings trust into the study ofPSM, facilitates interdisciplinary dialogues, and thus helps makePSMa type of knowledge that pushes back the boundaries of public administration.