Research Handbook on Motivation in Public Administration

Edited by Edmund C. Stazyk, Associate Professor, Rockefeller College of Public Affairs & Policy, Department of Public Administration and Policy, University at Albany, State University of New York and Randall S. Davis, Associate Professor, School of Management and Marketing, College of Business and Analytics, Southern Illinois University, US

• Contents:1 Introduction to the Research Handbook on Motivation in PublicAdministration 1Edmund C. Stazyk and Randall S. DavisPART I THEORY AND FOUNDATIONS2 The political economy of bureaucratic motivation 10Yongjin Ahn and William Resh3 Behavioral public administration and employee motivation 27Carina Schott4 The ins and outs of motivational crowding 39Trent Engbers5 Self-determination theory and public employee motivation research 57Justin M. Stritch, Ulrich Thy Jensen and Michelle Allgood6 Goals as a driver of public sector motivation 71Edmund C. Stazyk and Jisang Kim7 What do we know yet about public service motivation in LatinAmerica? A review of the evolution of empirical research 89Pablo Sanabria-Pulido and Cristian Pliscoff8 Experiments and qualitative methods: towards a methodological framework 105Kai Xiang KwaPART II MOTIVATION AS A DRIVER OF SECTOR DECISIONS9 Employee motivation across job sectors 122Jaclyn Piatak10 Monetary and non-monetary compensation in for-profit, nonprofit, andpublic organizations: comparison and competition 137Laura Langbein and Fei W. Roberts11 Unionization and the motivational context in public management 154Randall S. Davis and Warefta Rahman12 Public pensions and employment in the public sector 168Gang Chen and Hyewon Kang13 Unreserved fund balance management practices in US counties 183John A. Hamman, LaShonda M. Stewart, Brian C. Chapman andJeremy N. PhillipsPART III FACTORS AFFECTING RECRUITMENT, SELECTION,AND RETENTION14 Responsibility toward others is vital in public and non-profitorganizations: can we recruit, hire, and cultivate it? 201Neil M. Boyd and Branda Nowell15 Merit system integrity and public service motivation in the US federalcivil service: evidence on the importance of merit principles 219Gene A. Brewer, J. Edward Kellough, and Hal G. Rainey16 Job design and motivation: crafting the work of the public sector 234Alexander C. Henderson and Jessica E. Sowa17 Job design and public employee work motivation: towards aninstitutional reading 249David Giauque and Rafaël Weissbrodt18 For the children? Teachers’ motivation and systems for recruitment,retention, and evaluation 264Stephen B. Holt19 Public service motivation education and government career preferences:a teaching agenda 284Leonard BrightPART IV MOTIVATION AND EMPLOYEE BEHAVIOR20 Linking justice and employee performance in public organizations 293Ellen V. Rubin and Minsung Michael Kang21 Ethics, prosocial and public service motivation: disentangling theirrelationship and identifying the implications for the public andnonprofit sectors 307Jessica Breaugh and Guillem Ripoll22 Organizational identity orientation: a public sector research agenda 321Julie Langer and Mary K. Feeney23 Change-oriented organizational citizenship behavior in publicorganizations: appropriateness, opportunity, risk, and public servicemotivation 336Jesse W. Campbell24 Stressed versus motivated public employees: a systematic reviewof the motivation and stress literatures through a contextualized jobdemands-resources model 354Rick T. Borst25 Worked to a crisp: ‘realistic’ and ‘symbolic’ stressor effects on burnout 376Adam C. Green26 What happened to you? Understanding trauma and motivation in thepublic service workplace 386Heather Getha-Taylor and Morgan D. FarnworthPART V CONCLUSION27 Conclusions: where does motivation research in public administrationgo from here? 401Randall S. Davis and Edmund C. StazykIndex

‘This book is a breath of fresh air illuminating the theory and practice of motivating, cultivating, and caring for the public sector workforce at all levels of government. It is a must-read for scholars, practitioners, and students interested in building and sustaining a well-run public service.’