The The Impact of Reinvention Reforms and Public Service Motivation on Organizational Performance in Government Agencies
The Impact of Reinvention Reforms and Public Service Motivation on Organizational Performance
DOI:
https://doi.org/10.14738/assrj.85.10232Keywords:
Reinvention Reforms, Public Service Motivation, Organizational Performance, Civil Servant, Public ManagementAbstract
The pursuit of organisational performance has long been a focus of administrative innovation in government agencies. To understand the impact of reinvention reforms and public service motivation on organisational performance in the public sector, the present study conducted a survey with civil servants in Taiwan as the research subjects. A total of 953 valid questionnaires were collected and analysed using structural equation modelling. The results show that reinvention reforms have a significant positive impact on public service motivation, and that public service motivation has a significant positive effect on both internal organisational performance and external organisational performance. In addition, the present study also confirms that public service motivation plays a mediating role between reinvention reforms and internal organisational performance and external organisational performance.
References
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Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington, DC: Georgetown University Press.
Bright, L. (2008). Does public service motivation really make a difference on the job satisfaction and turnover intentions of public employees? The American Review of Public Administration, 38(2), 149-166.
Coursey, D. H., Perry, J. L., Brudney, J. L., & Littlepage, L. (2008). Psychometric verification of Perry’s public service motivation instrument: Results for volunteer exemplars. Review of Public Personnel Administration, 28(1), 79-90.
Davis, R. S., & Stazyk, E. C. (2014). Making ends meet: How reinvention reforms complement public service motivation. Public Administration, 92(4), 919-936.
Davis, R. S., & Stazyk, E. C. (2015). Developing and testing a new goal taxonomy: Accounting for the complexity of ambiguity and political support. Journal of Public Administration Research and Theory, 25(3), 751-775.
Denhardt, R. B., & Denhardt, J. V. (2008). Public administration: An action orientation (8th Eds.). Belmont, CA: Thomson Wadsworth.
Dunleavy, P., & Hood, C. (1994). From old public administration to new public management. Public Money & Management, 14(3), 9-16.
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(3), 382-388.
Francois, P. (2000). ‘Public service motivation’as an argument for government provision. Journal of Public Economics, 78(3), 275-299.
Gore, A. (1993). From red tape to results: Creating a government that works better and costs less: Report of the national performance review. Washington, DC: US Government Printing Office.
Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E. & Tatham, R. L. (2017). Multivariate data analysis, PEL, ED (7th Ed.). Essex, UK: Bookman.
Hau, K. T., & Marsh, H. W. (2004). The use of item parcels in structural equation modelling: Non‐normal data and small sample sizes. British Journal of Mathematical and Statistical Psychology, 57(2), 327-351.
Heinrich, C. J. (2003). Measuring public sector performance and effectiveness. In B. G. Peters and J. Pierre (Eds.), Handbook of public administration (pp. 25-37). London: Sage.
Houston, D. J. (2009). Motivating knights or knaves? Moving beyond performance-related pay for the public sector. Public Administration Review, 69(1), 43-57.
Jöreskog, K. G., & Sörbom, D. (1993). LISREL 8: Structural equation modeling with the SIMPLIS command language. Chicago: Scientific Software International.
Kettl, D. F. (2002). The transformation of governance: Public administration for twenty-first century America. Baltimore, MD: Johns Hopkins University Press.
Kim, S. (2004). Individual-level factors and organisational performance in government organisations. Journal of Public Administration Research and Theory, 15(2), 245-261.
Kline, R. B. (2015). Principles and practice of structural equation modeling (4th Ed.). New York, NY: Guilford publications.
McDonald, R. P. & Ho, M. H. R. (2002). Principles and practice in reporting structural equation analyses. Psychological Methods, 7(1), 64-82.
Moynihan, D. P. (2006). Managing for results in state government: Evaluating a decade of reform. Public Administration Review, 66(1), 77-89.
Moynihan, D. P., & Pandey, S. K. (2005). Testing how management matters in an era of government by performance management. Journal of Public Administration Research and Theory, 15(3), 421-439.
Moynihan, D. P. (2008). The normative model in decline? Public service motivation in the age of governance. In J. L. Perry and A. Hondeghem (Eds.), Motivation in Public Management: The Call of Public Service (pp. 247-67). New York: Oxford University Press.
Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849-866.
Naff, K. C., & Crum, J. (1999). Working for America: Does public service motivation make a difference? Review of Public Personnel Administration, 19(4), 5-16.
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Osborne, D., & Gaebler, T. (1992). Reinventing government: How the entrepreneurial spirit is transforming the public sector. Reading, MA: Addison-Wesley.
Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5-22.
Perry, J. L., & Hondeghem, A. (2008). Editors’ introduction. In J. L. Perry and A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 1-14). New York: Oxford University Press.
Perry, J. L., & Vandenabeele, W. (2008). Behavioral dynamics: Institutions, identities, and self-regulation. In J. L. Perry and A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 56-79). New York: Oxford University Press.
Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367-373.
Schwarz, G., Newman, A., Cooper, B., & Eva, N. (2016). Servant leadership and follower job performance: The mediating effect of public service motivation. Public Administration, 94(4), 1025-1041.
Vandenabeele, W. (2007). Toward a public administration theory of public service motivation: An institutional approach. Public Management Review, 9(4), 545-556.
Wright, B. E. (2007). Public service and motivation: Does mission matter? Public Administration Review, 67(1), 54-64.
Wright, B. E., & Pandey, S. K. (2008). Public service motivation and the assumption of person – Organization fit: Testing the mediating effect of value congruence. Administration & Society, 40(5), 502-521.
Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington, DC: Georgetown University Press.
Bright, L. (2008). Does public service motivation really make a difference on the job satisfaction and turnover intentions of public employees? The American Review of Public Administration, 38(2), 149-166.
Coursey, D. H., Perry, J. L., Brudney, J. L., & Littlepage, L. (2008). Psychometric verification of Perry’s public service motivation instrument: Results for volunteer exemplars. Review of Public Personnel Administration, 28(1), 79-90.
Davis, R. S., & Stazyk, E. C. (2014). Making ends meet: How reinvention reforms complement public service motivation. Public Administration, 92(4), 919-936.
Davis, R. S., & Stazyk, E. C. (2015). Developing and testing a new goal taxonomy: Accounting for the complexity of ambiguity and political support. Journal of Public Administration Research and Theory, 25(3), 751-775.
Denhardt, R. B., & Denhardt, J. V. (2008). Public administration: An action orientation (8th Eds.). Belmont, CA: Thomson Wadsworth.
Dunleavy, P., & Hood, C. (1994). From old public administration to new public management. Public Money & Management, 14(3), 9-16.
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(3), 382-388.
Francois, P. (2000). ‘Public service motivation’as an argument for government provision. Journal of Public Economics, 78(3), 275-299.
Gore, A. (1993). From red tape to results: Creating a government that works better and costs less: Report of the national performance review. Washington, DC: US Government Printing Office.
Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E. & Tatham, R. L. (2017). Multivariate data analysis, PEL, ED (7th Ed.). Essex, UK: Bookman.
Hau, K. T., & Marsh, H. W. (2004). The use of item parcels in structural equation modelling: Non‐normal data and small sample sizes. British Journal of Mathematical and Statistical Psychology, 57(2), 327-351.
Heinrich, C. J. (2003). Measuring public sector performance and effectiveness. In B. G. Peters and J. Pierre (Eds.), Handbook of public administration (pp. 25-37). London: Sage.
Houston, D. J. (2009). Motivating knights or knaves? Moving beyond performance-related pay for the public sector. Public Administration Review, 69(1), 43-57.
Jöreskog, K. G., & Sörbom, D. (1993). LISREL 8: Structural equation modeling with the SIMPLIS command language. Chicago: Scientific Software International.
Kettl, D. F. (2002). The transformation of governance: Public administration for twenty-first century America. Baltimore, MD: Johns Hopkins University Press.
Kim, S. (2004). Individual-level factors and organisational performance in government organisations. Journal of Public Administration Research and Theory, 15(2), 245-261.
Kline, R. B. (2015). Principles and practice of structural equation modeling (4th Ed.). New York, NY: Guilford publications.
McDonald, R. P. & Ho, M. H. R. (2002). Principles and practice in reporting structural equation analyses. Psychological Methods, 7(1), 64-82.
Moynihan, D. P. (2006). Managing for results in state government: Evaluating a decade of reform. Public Administration Review, 66(1), 77-89.
Moynihan, D. P., & Pandey, S. K. (2005). Testing how management matters in an era of government by performance management. Journal of Public Administration Research and Theory, 15(3), 421-439.
Moynihan, D. P. (2008). The normative model in decline? Public service motivation in the age of governance. In J. L. Perry and A. Hondeghem (Eds.), Motivation in Public Management: The Call of Public Service (pp. 247-67). New York: Oxford University Press.
Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849-866.
Naff, K. C., & Crum, J. (1999). Working for America: Does public service motivation make a difference? Review of Public Personnel Administration, 19(4), 5-16.
Osborne, D. (1993). Reinventing government. Public Productivity & Management Review, 16(4), 349-356.
Osborne, D., & Gaebler, T. (1992). Reinventing government: How the entrepreneurial spirit is transforming the public sector. Reading, MA: Addison-Wesley.
Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5-22.
Perry, J. L., & Hondeghem, A. (2008). Editors’ introduction. In J. L. Perry and A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 1-14). New York: Oxford University Press.
Perry, J. L., & Vandenabeele, W. (2008). Behavioral dynamics: Institutions, identities, and self-regulation. In J. L. Perry and A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 56-79). New York: Oxford University Press.
Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367-373.
Schwarz, G., Newman, A., Cooper, B., & Eva, N. (2016). Servant leadership and follower job performance: The mediating effect of public service motivation. Public Administration, 94(4), 1025-1041.
Vandenabeele, W. (2007). Toward a public administration theory of public service motivation: An institutional approach. Public Management Review, 9(4), 545-556.
Wright, B. E. (2007). Public service and motivation: Does mission matter? Public Administration Review, 67(1), 54-64.
Wright, B. E., & Pandey, S. K. (2008). Public service motivation and the assumption of person – Organization fit: Testing the mediating effect of value congruence. Administration & Society, 40(5), 502-521.
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2021-06-02
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Liu, H.-T. ., Chao, R.-F., Wu, T.-L., & Hsu, . L.-Y. (2021). The The Impact of Reinvention Reforms and Public Service Motivation on Organizational Performance in Government Agencies: The Impact of Reinvention Reforms and Public Service Motivation on Organizational Performance. Advances in Social Sciences Research Journal, 8(5), 439–448. https://doi.org/10.14738/assrj.85.10232
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