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

Main Article Content

Hsiang-Te Liu
Ren-Fang Chao
Tsung-Lin Wu
Li-Yi Hsu

Abstract

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.

Article Details

How to Cite
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
Section
Articles

References

Alonso, P., & Lewis, G. B. (2001). Public service motivation and job performance: Evidence from the federal sector. The American Review of Public Administration, 31(4), 363-380.
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.