Inggrid Wibowo recently wrote about the benefits of integrating public service motivation principles into performance management processes within the public sector.
See an excerpt below:
Aligning Performance Expectations with Public Service Motivation: Strategies for the Public Sector
In the public sector, employees are often driven not solely by job stability or compensation, but by a profound sense of mission and a commitment to community impact. This concept, known as public service motivation (“PSM”), encapsulates the sector-specific desire to contribute to the public good and can be as important—or even outweigh—other conventional motivators. As organizations face challenges in employee retention, engagement, and alignment, leveraging PSM can serve as a critical tool for both driving employee engagement and mitigating potential legal risks.
Performance management practices, in particular, offer a powerful opportunity to reinforce PSM within the public sector. Clear, purpose-driven performance expectations allow employees to directly connect their work to the broader public mission, enhancing their sense of purpose and motivation. Conversely, unclear or subjective expectations can lead to claims of unfairness, favouritism, or discrimination. Establishing well-defined, mission-aligned performance metrics not only cultivates PSM but also reduces organizational liability by creating consistent, objective benchmarks that can become invaluable in dispute resolution or litigation.