Institute of Public Administration Public Service Motivation and
![Institute of Public Administration Public Service Motivation and Public Service Reform Dr. Richard Boyle, Institute of Public Administration Public Service Motivation and Public Service Reform Dr. Richard Boyle,](https://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-1.jpg)
Institute of Public Administration Public Service Motivation and Public Service Reform Dr. Richard Boyle, Head of Research Presentation to 2013 DISPA meeting, Vilnius 24 -25 October 2013 Institute of Public Administration | 57 -61 Lansdowne Road | Dublin 4 | Ireland | Ph. +353 1 2403600 | www. ipa. ie
![The impact of reform on motivation – a review of literature and practice • The impact of reform on motivation – a review of literature and practice •](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-2.jpg)
The impact of reform on motivation – a review of literature and practice • Public service motivation in Ireland • What motivates public servants? • Practices supporting public service motivation • Implications for training and development © IPA Report available at http: //www. ipa. ie/pdf/Public. Service. Motivation. pdf 2
![Numbers employed in the public service © IPA 3 Numbers employed in the public service © IPA 3](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-3.jpg)
Numbers employed in the public service © IPA 3
![Public service employment per 000 population © IPA 4 Public service employment per 000 population © IPA 4](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-4.jpg)
Public service employment per 000 population © IPA 4
![Public servants as ‘scapegoats’ § Media have (on the whole) seen the public service Public servants as ‘scapegoats’ § Media have (on the whole) seen the public service](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-5.jpg)
Public servants as ‘scapegoats’ § Media have (on the whole) seen the public service as part of the problem, not as part of the solution § “A bloated and pampered public sector is bleeding the nation dry” (Sunday Independent 27/3/11) © IPA 5
![What motivates public servants? § Public employees have higher levels of PSM than private What motivates public servants? § Public employees have higher levels of PSM than private](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-6.jpg)
What motivates public servants? § Public employees have higher levels of PSM than private sector employees § However, we cannot be certain if or how PSM influences job decisions or performance § PSM may be a relatively stable disposition but one that can be changed over time and influenced by the organisation § High performance builds self efficacy that may lead to higher PSM § ‘Good pay, a secure job and a tad of PSM’ © IPA 6
![Practices supporting public service motivation § § § © IPA Transformational leadership Person-organisation fit Practices supporting public service motivation § § § © IPA Transformational leadership Person-organisation fit](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-7.jpg)
Practices supporting public service motivation § § § © IPA Transformational leadership Person-organisation fit Effective goal setting and design Creating a supportive work environment Managing public service values Employee engagement 7
![Conclusions § In circumstances where extrinsic motivations are being severely impacted, it is critical Conclusions § In circumstances where extrinsic motivations are being severely impacted, it is critical](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-8.jpg)
Conclusions § In circumstances where extrinsic motivations are being severely impacted, it is critical that managers are aware of the importance of fostering and supporting the intrinsic motivation of employees § Value based leadership, a supportive work environment, and organisation goals and job characteristics that reflect employees’ PSM have a positive impact on morale and performance © IPA 8
![Implications for training and development § Danger that ‘bottom-line’ issues (reduce head count and Implications for training and development § Danger that ‘bottom-line’ issues (reduce head count and](http://slidetodoc.com/presentation_image/36404e33f0a13f553b2005071c4e8621/image-9.jpg)
Implications for training and development § Danger that ‘bottom-line’ issues (reduce head count and pay) dominates HR agenda § Address the issues that impact on motivation: – – © IPA Managing values and value conflicts Build into leadership development Goal setting Engagement programmes 9
- Slides: 9