The Relationship of Public Service Motivation and Decision-Making: A Case Study of One State Agency

摘要

Public service motivation theory describes a movement to provide high levels of service to the public in a dutiful way, rooted in altruistic motivations. Public service motivation (PSM) influences leadership style, is a motivation of decision-making, and is specific to public sector agencies. The research problem is a lack of understanding of the relationship of PSM with decision-making of public agency leadership. The relationship is not understood, and scientists desire to understand the relationship of one to the other. The purpose of this qualitative single case study research design is to seek a better understanding of the relationship of PSM to public agency leadership decision-making. To thoroughly examine PSM, the antecedents and related concepts were examined, and similarly so for public agency decision-making. Scholars assert the existence of a relationship with decision-making, Transformational Leadership, performance management, and PSM. This study included interviews of 12 Ohio Department of Transportation Deputy Directors who were asked ten interview questions designed to find an understanding of the relationship of PSM with their decision-making. Questions were based on two research questions: Q1.What are the perceptions of ODOT Deputy Directors with regard to their motivations of decision-making within their respective districts/divisions? Q2. How do the ODOT Deputy Directors feel about their role as an Executive Leader in a Public Sector agency? The interviews were transcribed and Dedoose software was used to code the information. The results of this research are useful to both scholars and practitioners; specifically, the findings that PSM dimensions are the basis of and have a significant influence on decision-making for executive leaders. Mission Valence, Belief in Program Importance, and Desire to Serve the Public themes were discovered in analysis of the data. Recommendations for future research include (a) the effect of PSM on decision-making in executives within non-public sector agencies; (b) the relationship of PSM to Transformational Leadership; (c) the relationship between Transformational Leadership, performance management, and PSM; (d) the relationship of the public employees' desire to serve to executive decision-making; and (e) the moderating effect or influence of Mission Valence and Belief in Program Importance on decision-making for executive leaders.