An Empirical Study on Public Service Motivation and the Performance of Government Employee in China

Xiao-hua LI

Abstract



Perry and Wise (1990) summarized the potential behavioral implications of PSM. Then more researches tried to explore and test the propositions suggested by them. Inspired by these researches, a research was conducted to elaborate the relationship between PSM and government employee’s performance by empirical data collected in Chinese government agencies. The study offered the evidence that the levels of PSM of government employees and their job satisfaction were the efficient predictors of their performance. PSM can explain more variance of performance than job satisfaction. But organizational commitment is not. There is no relationship between continuance commitment and PSM as well as performance. The indirect effects of organizational commitment on performance are achieved by job satisfaction.
Key words: public service motivation, job satisfaction, organizational commitment, performance
Résumé: Perry et Wise (1990) ont récapitulé les implications comportementales potentielles du PSM. Alors on a entrepris beaucoup de recherches pour explorer et examiner les propositions suggérées par elles. Inspiré par ces recherches, une étude a été conduite pour établir le rapport entre le PSM et la performance des employés du gouvernement par des données empiriques rassemblées dans les organismes gouvernementaux chinois. L'étude démontre que les niveaux de PSM des employés du gouvernement et leur satisfaction professionnelle étaient les facteurs prédictifs efficaces de leur performance. Le PSM peut expliquer plus le désaccord de performance que la satisfaction professionnelle. Mais c’est n’est pas le cas de l'engagement organisationnel. Il n'y a aucun rapport entre l'engagement de continuation et le PSM ainsi que la performance. Les effets indirects de l'engagement d'organisation sur la performance sont réalisés par la satisfaction professionnelle.
Mots-Clés: motivation du service public, satisfaction professionnelle, engagement organisationnel, performance

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DOI: http://dx.doi.org/10.3968%2Fj.css.1923669720080402.003

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