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AbstractPrior studies examined an individual's level of education as one of the antecedents of public service motivation (PSM). Despite having the same level of education, why are the levels of PSM different among individuals? This study investigates the various components of high school education that may influence graduates' levels of PSM by analyzing longitudinal data (3,592 cases in four waves) of the Korean Education Longitudinal Study. It shows that leadership experience, volunteering satisfaction, peer collaboration, and constructive self‐assessment on achievement in high school Social Studies courses have positive influences on graduates' PSM. This study provides support for the institutional perspective that PSM can be cultivated through processes of institutional socialization, and suggests that the self‐determination theory and the social interdependence theory are useful for understanding the effects of extracurricular activities and peer collaboration on PSM, and that collaborative learning and service‐learning will be valuable in cultivating PSM.

Much research has focused on finding and explaining the antecedents, correlates, and outcomes of public service motivation (PSM), but little is known about the influence of national context on individuals' PSM. Previous research suggests that national culture may exert an independent influence on individuals' PSM. This article examines PSM as an individual-level variable that is related to national culture, which is represented by Hofstede's cultural dimensions. Using data from the International Social Survey Programme (2005), I investigate the relationship between cultural dimensions and individuals' PSM. This article demonstrates that masculinity and indulgence are positively related to individuals' PSM, whereas individualism is negatively associated with individuals' PSM. However, power distance and uncertainty avoidance have a non-significant relationship with PSM. This article provides partial support for the thesis that national culture is associated with individuals' PSM, but future research is required to explicate the relationship of cultural characteristics to individuals' PSM. Points for practitioners Culture influences certain types of behavior both directly and indirectly. The article suggests that cultural tendencies such as masculinity, indulgence, and collectivism have a significant positive influence on individuals' PSM. Organizational education and socialization enhancing these cultural values are likely to foster employees' PSM.

Public service motivation theory suggests that public service motivation is positively related to work attitudes, but person‐organization fit theory assumes that person‐organization fit completely mediates the relationship between public service motivation and work attitudes of public employees. This article investigates which theory better predicts attitudes toward work, such as job satisfaction and organizational commitment of public employees, by testing hypotheses on (1) whether public service motivation directly influences work attitudes, or (2) whether person‐organization fit mediates the relationship between public service motivation and work attitudes, or (3) whether both hypotheses are true. Using survey data on civil servants in Korea, this article shows that public service motivation has not only a direct effect on but also an indirect effect on job satisfaction and ‐organizational commitment through its influence on person‐‐organization fit.

Public service motivation (PSM) is perceived as a multidimensional construct, as an overall, unobserved latent variable with various latent dimensions. The present study focuses on the relationships between PSM and its dimensions. The purposes in this study are to confirm a set of revised items as indicators of a rational base of PSM, to compare a four-factor model with various three-factor models, and to analyze whether PSM is defined as a formative or a reflective measurement model. Using survey data from 2,497 firefighters and a revised 12-item measure of PSM, this study shows that the revised items to measure the dimension of attraction to policy making are more appropriate for representing the rational base of PSM and that the original four-factor model is superior to any three-factor models. Based on the discussions about formative and reflective specification and the test results, this study provides theoretical and empirical evidence in support of a second-order, formative approach that PSM is an aggregate construct, meaning that it is a composite of its four dimensions. It also shows that it is necessary to develop more appropriate items for some dimensions of PSM. The practical implications are discussed. Adapted from the source document.

In the 1990s, the Korean civil service was more criticized for its lower levels of competitiveness and productivity than was the private sector due to excessive job security and seniority-based personnel management under the career civil service system. To overcome the prevailing problems, the Korean government introduced the Open Competitive Position System (OPS) in 1999. The goal of the OPS is to appoint the most qualified persons to certain positions through open recruitment from both the public and private sectors. Under the new system, about 20 percent of senior positions are open to outside candidates, whereas the others are under the career-based system. In 2005, there were 156 OPS positions in 43 government organizations. Analyzing the several survey results and statistics from 2000 to 2005, this study evaluates the implementation of the OPS by reviewing its appropriateness, overall trend, performance, spillover effects, and problems and limitations. The study concludes that the OPS positively performed for more than five years. The OPS has shown that the government must open more jobs to competition from the outside if it wants to be more competitive.

Résumé Dans la présente communication, nous examinons les objectifs et les réalités des politiques en faveur des femmes et de la famille proposées au sein de l'administration coréenne. La mise en œuvre de politiques en faveur de l'égalité hommes-femmes au cours des deux dernières décennies a entraîné une augmentation du nombre de femmes au sein de la fonction publique. En conséquence, des politiques en faveur de la famille ont été mises en place pour les agents de l'État afin de les aider à mieux concilier travail et vie privée. Ces politiques devraient avoir une influence positive sur les résultats des fonctionnaires et de l'État. Elles ne sont toutefois pas efficacement appliquées car elles ne sont pas groupées comme il faut et les fonctionnaires hésitent à en profiter compte tenu des pratiques organisationnelles axées sur les hommes. Afin d'aider les fonctionnaires à concilier travail et vie privée, les organisations gouvernementales devraient créer des environnements de travail favorables à la famille, non seulement en mettant en place différents programmes adaptés en faveur de la famille, mais aussi en favorisant une culture favorable à l'équilibre travail-vie privée. Nous proposons plusieurs mesures destinées à mettre en place une culture de ce type. Remarques à l'intention des praticiens Afin d'aider les fonctionnaires à concilier travail et vie privée, les organisations gouvernementales devraient créer des environnements de travail favorables à la famille en mettant en place différents programmes en faveur de la famille et en favorisant une culture favorable à l'équilibre travail-vie privée. Le fait d'offrir des programmes favorables à la famille sans promouvoir le changement culturel ne suffit pas. Plusieurs mesures s'imposent afin d'établir une culture favorable à l'équilibre travail-vie privée. Premièrement, les responsables organisationnels doivent prendre conscience de l'influence positive des programmes en faveur de la famille sur l'attitude et le comportement du personnel ainsi que sur les résultats de l'organisation. Ils doivent faire comprendre aux fonctionnaires que le fait de profiter des mesures en faveur de la famille n'aura pas de répercussions négatives sur leur carrière en leur offrant des conseils et des informations sur les programmes de ce type et sur l'équilibre travail-vie privée. Ils doivent également tout mettre en œuvre pour réduire les pratiques organisationnelles axées sur les hommes et pour aider les fonctionnaires à concilier travail et vie privée.