The role of public service motivation and organizational culture for organizational commitment

• Autorzy: Austen A. , Zacny B.

Identyfikatory

DOI

10.1515/manment-2015-0011

• Języki publikacji: EN

Abstrakty

EN

The aim of the our paper is to discuss the relationships between organizational culture, Public Service Motivation (PSM) and organizational commitment (OC). On the basis of literature review we formulated hypotheses presenting potential relationships between mentioned constructs. We propose that there is a mutual influence between PSM and organizational culture and that organizational culture moderates the influence of Public Service Motivation on organizational commitment. Due to the presence of variables on different levels of analysis, we also discuss some issues of multilevel approach.

PL

Celem niniejszego artykułu jest omówienie związków pomiędzy kulturą organizacyjną, motywacją do służby publicznej (public service motivation - PSM) oraz zaangażowaniem organizacyjnym (organizational commitment - OC). Zaprezentowany przegląd literatury przedmiotu pozwolił na wyprowadzenie hipotez odnośnie relacji między wskazanymi powyżej konstruktami. Stawiamy hipotezę, że występuje wzajemny wpływ motywacji do służby publicznej i kultury organizacyjnej, a także że kultura organizacyjna moderuje relację między motywacją do służby publicznej i zaangażowaniem organizacyjnym. Ze względu na występowanie w naszym modelu teoretycznym zmiennych na różnych poziomach analizy, omawiamy także kwestie związane z podejściem wielopoziomowym do badań.

Słowa kluczowe

EN

values; Public Service Motivation; organizational culture; organizational commitment; multilevel research

PL

wartości; służba publiczna; motywacja; zaangażowanie organizacyjne; badania wielopoziomowe

• Wydawca: University of Zielona Góra, Faculty of Economics and Management
• Czasopismo: Management
• Rocznik: 2015
• Tom: Vol. 19, no. 2
• Strony: 21--34
• Opis fizyczny: Bibliogr. 59 poz., rys.

Twórcy

autor

Austen A.

• University of Economics in Katowice

autor

Zacny B.

• University of Economics in Katowice

Bibliografia

• 1. Allen, C. (2000), The hidden organizational costs of using nonstandard employment. Personnel Review, 29(2).
• 2. Anderfuhren-Biget, S., Varone, F., Giauque, D. Ritz, A. (2010), Motivating employees of the public sector: Does Public Service Motivation matter?, International Public Management Journal, 13(3).
• 3. Bańka A., Bazińska R., Wołoska A (2002), Polska wersja Meyera i Alen Skali Przywiązania do Organizacji, Czasopismo Psychologiczne, 8 p. 65-74.
• 4. Barney, J.B. (1986), Organizational culture: can it be a source of sustained competitive advantage. Academy of Management Review, 11 (3).
• 5. Bedwell W.L., Wildman J.L., Granados D., Salazar M., Kramer W.S. (2012), Collaboration at Work: An Integrative Multilevel Conceptualization, Human Resource Management Review, t. 22(2).
• 6. 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.
• 7. Bright L. (2005), Public employees with high levels of public service motivation: Who are they, where are they, what do they want?, Review of Public Personnel Administration, 25.
• 8. Cameron K. S., Quinn, R.E. (1999), Diagnosing and changing organizational culture based on the competing values framework. Addison-Wesley Longman, Inc.
• 9. Camillieri E., van der Heijden B. I. J. M. (2007), Organizational commitment, Public Service Motivation and performance within the public sector, Public Performance & Management Review, 31(2).
• 10. Castaing S. (2006), The effect of psychological contract fulfilment and public service motivation on organizational commitment in the French Public Utilities, Public Policy and Administration, 21(1).
• 11. Christensen R. K., Wright, B. E. (2011), The effects of public service motivation on job choice decisions: Disentangling the contributions of person–organization fit and person–job fit, Journal of Public Administration Research and Theory, 21.
• 12. Crewson P. E. (1997), Public-service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory, 7.
• 13. Denison D. R. (1990), Corporate culture and organizational effectiveness. New York: John Wiley.
• 14. Denison D. R. Mishra, A. K. (1995), Toward a theory of organizational culture and effectiveness, Organization Science, 6 (2).
• 15. Erdogan B., Liden, R. C., and Kraimer, M. L. (2006), Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture, Academy of Management Journal, 49(2).
• 16. Ezirim C. B., Nwibere, B. M., Emecheta, B. C. (2012), The influence of corporate culture on organisational commitment, The Nigerian experience International Journal of Business & Public Administration, 9(3).
• 17. Furnham A., Gunter, B. (1993), Corporate assessment: Auditing a company’s personality. London, Routlede.
• 18. Grimshaw D., Earnshaw, J., and Hebson, G. (2003), Private sector provision of supply teachers: A case of legal swings and professional roundabouts, Journal of Education Policy, 18 (3).
• 19. Guzley R. M. (1992), Organizational climate and communication climate: Predictors of commitment to the organization. Management Communication Quarterly, 5 (4).
• 20. Hartnell C. A. , Ou A.Y., Kinicki A. (2011), Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework’s theoretical suppositions, Journal of Applied Psychology, 96.
• 21. Hitt M. A., Beamish P. W., Jackson S. E., Mathieu J. E. (2007), Building Theoretical and Empirical Bridges across Levels: Multilevel Research in Management, Academy of Management Journal, 50 (6).
• 22. Hofstede G. (1998), Attitudes, values and organizational culture: Disentangling the concepts. Organization Studies, 19(3).
• 23. Joo B.-K., Shim, J. H. (2010), Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture, Human Resource Development International, 13(4).
• 24. Katz D., and Kahn, R. L. (1978), The social psychology of organizations, 2d ed. New York: Wiley.
• 25. Klein K. J., Tosi H., Cannella A. A. Jr. (1999), Multilevel Theory Building: Benefits, Barriers, and New Developments, Academy of Management Review, 24 (2).
• 26. Kotter J. P., and Heskett, J. L. (1992), Corporate Culture and Performance, New York, Free Press.
• 27. Lamond D. (2003), The value of Quinn’s competing values model in an Australian context, Journal of Managerial Psychology, 18.
• 28. Maesschalck J. (2004), The impact of new public management reforms on public servants’ ethics, Towards a theory. Public Administration, 82(2).
• 29. Massaras P., Sahinidis, A., Polychronopoulos, G. (2014), Organizational Culture and Motivation in the Public Sector. The case of the City of Zografou, Procedia Economics and Finance, 14.
• 30. Mathieu J. E., Zajac, D. (1990), A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment, Psychological Bulletin, 108.
• 31. Meyer J. P. Allen, N. J. (1991), A three component conceptualization of organizational commitment. Human Resource Management Review, 1.
• 32. Meyer J. P., and Allen, N. J. (1997), Commitment in the workplace: Theory, research, and application, Thousand Oaks, CA: Sage.
• 33. Meyer, J. P., Allen, N. J., and Smith, C. A. (1993), Commitment to Organizations and Occupations: Extensions and Test of a Three-Component conceptualization. Journal of Applied Psychology, 78(4).
• 34. Moon M. J., (2000), Organizational Commitment Revisited in New Public Management: Motivation, Organizational Culture, Sector, and Managerial Level. By Public Performance & Management Review, 24(2).
• 35. Morgeson F. P., Hofmann D. A. (1999), The Structure and Function of Collective Constructs: Implications for Multilevel Research and Theory Development, Academy of Management Review, 24, nr 2.
• 36. Moynihan D. P. Pandey, S. K. (2007), The role of organizations in fostering public service motivation, Public Administration Review, 67(1).
• 37. Naff K. C., Crum J. (1999), Working for America: Does public service motivation make a difference?, Review of Public Personnel Administration, 19(4).
• 38. O’Reilly C. (1989), Corporations, Culture, and Commitment: Motivation and Social Control in Organizations. California Management Review, 31(4).
• 39. Padma R. N., Nair V. Sumitha (2009), Organizational culture and its impact on organizational commitment in public and private organizations. Global Management Review (4)1.
• 40. Pandey S. K. E. C. Stazyk. (2008), Antecedents and Correlates of Public Service Motivation, in J. L. Perry and A. Hondeghem, Motivation in Public Management. The Call of Public Service. Oxford: Oxford University Press.
• 41. Park S. M., Word, J. (2009), Motivated to serve: An empirical examination of motivation and consequences in the public and nonprofit organizations. International Public Service Motivation Research Conference, 66(4).
• 42. Perry J. (1996), Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1).
• 43. Perry J. L., Hondeghem A. (2008), Directions for Future Theory and Research, in J.L. Perry and A. Hondeghem, Motivation in Public Management. The Call of Public Service. Oxford: Oxford University Press.
• 44. Perry J., Coursey, D. (2005), What drives morally committed citizens? A study of the antecedents of public service motivation. Paper presented at the Public Management Research Conference, Los Angeles.
• 45. Perry J., Wise, L. (1990), The motivational bases of public service, Public Administration Review, 50(3).
• 46. Ritz A. (2011), Attraction to Public Policy-Making: A Qualitative Enquiry into Improvements in PSM Measurement, Public Administration, 89(3).
• 47. Robbins St. (2001), Basic Motivation Concepts, Chpt. 6. New Jersey, Organizational Behavior Prentice Hall.
• 48. Shrestha A.K, Mishra A.K. (2015), Interactive Effects of Public Service Motivation and Organizational Politics on Nepali Civil Service Employees’ Organizational Commitment, Business Perspectives and Research January, 3(1).
• 49. Sorensen J. B. (2002), The Strength of Corporate Culture and the Reliability of Firm Performance, Administrative Science Quarterly, 47.
• 50. Taylor J. (2008), Public service motivation and work outcomes: The effects of organizational rewards and work relations. International Public Management Journal, 11 (1).
• 51. Trice H. M. Beyer J. M. (1993), The Cultures of Work Organizations. New York: Prentice-Hall, Englewood Cliffs.
• 52. Vandenabeele W. (2007), Towards a theory of public service motivation, An institutional approach, Public Management Review, 9.
• 53. 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).
• 54. Vandenabeele W., Hondeghem A., Maesschalck J., Depré R. (2004), Values and motivation in public administration: Public service motivation in an international comparative perspective, Paper presented at the European Group of Public Administration, Ljubljana, Slovenia.
• 55. Witesman E., Walters L. (2014), Public service values: A new approach to the study of motivation in the public sphere, Public Administration, 92(2).
• 56. Wright B. E., Davis B. S. (2003), Job satisfaction in the public sector: The role of the work environment, The American Review of Public Administration 33(1).
• 57. Wright B. E., Pandey S. K. (2005), Exploring the Nomological Map of the Public Service Motivation Concept. Paper presented at the 8th National Public Management Research Conference, Madrid.
• 58. Yeung A. K. O., Brockbank J. W., Ulrich D. O. (1991), Organizational Culture and human resources practices: An empirical assessment, Research in Organizational Change and Development, 5.
• 59. Zhang Z. Jia M. (2010), Using social exchange theory to predict the effects of high-performance human resource practices on corporate entrepreneurship: from China. Human Resource Management, 49 (4).