CALIFORNIA STATE UNIVERSITY, NORTHRIDGE

Employee Motivation in the Public Sector

A Graduate project submitted in partial fulfillment of the requirements

For the degree of Master of Public Administration, in Public Sector Management and Leadership

By

Leticia Cornejo

August 2019

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The graduate project of Leticia Cornejo is approved:

___________________________________________ _________________

Dr. Boris Ricks Date

____________________________________________ __________________

Dr. Sarmistha R. Majumdar Date

_____________________________________________ __________________

Dr. Henrik Palasani-Minassians, Chair Date

California State University, Northridge

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Table of Contents

Signature Page ii

Abstract iv

Section 1: Introduction 1

Section 2: Literature Review: Employee Motivation in the Public Sector 3

The Importance of Employee Motivation 3

Origins of Employee Motivation 4

Maslow’s Hierarchy of Needs Theory 7

Deficiency Needs Theory 8

Growth Needs Theory 13

Theory “X” and Theory “Y” 14

Motivation-Hygiene Theory 16

Cooperation Theory 17

Participation and Groups Dynamics Theory 17

McClelland’s Theory of Needs 18

Section 3: Methodology 20

Research Design 20

Data Collection and Sampling 21

Threats to Validity 23

Ethical Considerations 23

Section 4: Background 24

References 26

Appendix: Survey Questions 28

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Abstract

Employee Motivation in the Public Sector

By

Leticia Cornejo

Master of Public Administration, in Public Sector Management and Leadership

Employee motivation is a powerful force in the public sector and is derived from the

Latin word for movement. To further explain, the research methods used in this thesis

demonstrate that employee motivation is the ability for employees to perform long after the

excitement of entering the public sector has ceased. Employee motivation is an intangible tool,

produced both internally and externally to overcome challenges unique to the public sector.

Employee motivation effects every part of an individual and the people they interact with. This

research paper will identify various motivational theories and how those theories affect

employees at work and throughout various life stages.

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Section 1: Introduction

The objective of a public-sector organization is to provide services to members of the

public. This objective can be attained by hiring and placing employees who closely align

themselves to the organizational values. As such, it is important to acknowledge that a public-

sector organization is only as good their employees.

Therefore, it is important for a public-sector manager to use employee motivation as a

tool for improving productivity and the quality of public service. Coincidently, employee

motivation is an intangible tool, that can be used for unlimited possibilities. To begin, when used

in its proper context, employee motivation has the ability to ignite productivity, improve morale

and increase satisfaction in the organization.

The employee motivational theories provided in this research are for public-sector

managers to learn and implement in the workforce. The objective of the public-sector

organization is to provide services; therefore, a manager can achieve success by hiring and

mentoring employees, to achieve the organizational objectives. The effect of properly aligning

public-sector employees to the organizational objectives increases public value.

The research demonstrates the foundation of various theories and how they build and

complement each other. Moreover, the research provides external motivators that are thought to

contribute to productivity, but actually increase employee motivation, leading to an increase in

productivity. The paper provides examples of internal and external employee motivation and the

effect in the public-sector.

In order to succeed, public-sector employees must reflect organizational values. What

employee motivational theories best align themselves to the organization? How will employee

motivation be achieved? Who will initiate and maintain employee motivation? Does creating an

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employee-friendly environment effect employee motivation? Does employee motivation improve

the quality of work life for public-sector employees? If so, does employee motivation improve

the standard of living for the public?

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Section 2: Literature Review: Employee Motivation in the Public Sector

The Importance of Employee Motivation

Public-sector employees are an integral part to provide and maintain services throughout

the communities. The motivation to enter public-sector employment is chosen for a variety of

reasons. The incentive to be employed at the federal, state and local levels of government is both

external and internal. As such, the public-sector manager is responsible to ensure services to the

citizens are guaranteed and employee motivation is maintained.

The research will provide employee motivational theories and the effect of the theories

on both employers and employees. The research demonstrates the motivational theories that best

align themselves to influence employees and employers. Also, the study establishes that

employee motivation extends beyond the organization and requires the cooperation and support

of the public they serve.

The origins of employee motivation begin with understanding what motivates an

individual and the importance of that knowledge leads to the inspiration of others. Motivation

has the ability to incite and direct a person’s behavior to its proper form, intensity and duration.

Therefore, motivation is a powerful tool when used by a public-sector manager to incite

subordinates to be productive and provide public service.

A public-sector manager must first identify what motivates them before they can

motivate and inspire employees. It is important to identify internal and external motivators for

employees as well as to properly deal with employees who have lost motivation. More

importantly, it is imperative that public-sector managers remain motivated themselves. A public-

sector manager must realize first and foremost that leadership sets the tone for the organization.

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Leaders have a powerful effect on employee motivation. They can ignite the internal mechanism

to direct the employees’ skillset and develop the basis for work (Bassous, 2015).

The study will provide the effects of employee motivation on public-sector organizations

and the quality of service provided to the public. There are two objectives required of the public-

sector. The first is to provide public service and secondly, it is not allowed to make a profit. It is

important to identify the motivational reasons that public-sector employees feel called to their

professions. A first responder has an altruistic or selfless motive to help others and contribute to

the greater good of society. An elected official hopes to pass legislation to ensure adequate

funding for schools and to help the less fortunate. Public service is often associated with a higher

calling for individuals to respond to prosocial values and who desire to solve social problems.

Overall, public-sector employment is seen as providing service to others and improving public

welfare (Ertas, 2016). Regardless of the impetus to serve, a public-sector manager can use

employee motivation to produce satisfied and enthusiastic employees. Moreover, to achieve the

organizational objective, a public-sector manager empowers employees to use their skills and

motivation (Jiang, Lepak, Hu & Baer, 2012).

Origins of Employee Motivation

The initial belief of workers was that most were unintelligent and disliked their jobs.

Furthermore, employee motivation was a result of supervisors who exercised strict control over

their subordinates in order to get them to perform. Therefore, the only employee motivation used

was the fear from termination. Consequently, workers needed to have their environment

manipulated by their supervisors to be effective and productive.

Frederick Taylor is considered the father of public management, and he agreed with the

traditional perspective of human behavior. He believed that workers only produced when it was

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required and were motivated by money. In a 1912 Congressional hearing, Taylor defined

scientific management as the ability to study man’s goodwill, vigor, determination and ingenuity

with predictability to identify employee motivation. Furthermore, Taylor believed the best ways

to complete tasks was to have supervisors train their employees to produce. Moreover, Taylor

believed that it was the workers responsibility to obey the commands of their supervisors without

question.

The external motivation of being adequately compensated fails to align itself with the

public-sector employee. To begin, there is great discrepancy in pay between the private and

public-sector, and this is also respective in the amount of work. The nonprofit sector’s payroll

represents a lower percent of total payroll in comparison to the private sector. Also, despite the

growth of public-sector organizations, the nonprofit worker is characterized as overworked and

underpaid (Bassous, 2015). Furthermore, studies have found that similar levels of work

motivation among public and private employees. The motivational factors suggest that public-

sector employees place a high premium on contributing to the public service mission of their

organizations. The intrinsic rewards received by public-sector employees may compensate for

the low levels of extrinsic rewards, which is commonly associated with public sector work

(Wright, 2007).

In 1930’s a group of researchers from Harvard University embarked on a study at the

Hawthorne Works of the Western Electric Company, in Chicago, Illinois. Initially, researchers

projected that the collection of data and material would take one year, however this was a

miscalculation. In a shocking turn of events, the research changed its direction and continued for

five years.

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The objective of the initial experiment was aimed to study the effects of lighting on

efficiency which researchers deemed to be a failure. The researchers concluded there was no

direct relationship between worker efficiency and a change in lighting. Researchers did agree

that lighting was a small part of the experiment, at one point the lighting was dimmed so low, the

workers could hardly see. Regardless of what the researchers changed in their study, the

workers’ productivity continued to increase.

The next phase of the experiment involved isolating the employees and systematically

and comprehensively studying their behavior and attitudes. At the conclusion of five years, the

researchers arrived at two assumptions. The first was that people changed their behavior when

they know they are being observed, this is called the Hawthorne effect. Secondly, that human

relationships, including the relationships with the researchers, influenced the behavior of the

workers. The Hawthorne research that demonstrated the external factors did contribute to

employee motivation, it was the underlying, internal factors of the employees that increased

productivity. The Hawthorne study discovered the underlying collective goal superseded the

workers individual needs (Bassous, 2015). What the Hawthorne research discovered was that

human behavior and motivation was complex because it was influenced by the attitudes, feelings

and the importance that people assigned to their work and their work relationships. The

realization was in contrast to Taylor’s theory that said man could only be motivated to work

because the external sources were controlled by their supervisors.

The Hawthorne effect is also referred to as the observational effect and demonstrated four

conclusions to employee motivation. The first is, the aptitude of an employee does not

predetermine the potential of the individual. The productivity level of an employee is connected

with the social factors inside the organization.

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The second conclusion reflected the group life inside an organization. The employees

formed relationships with the researchers and this was a substitute for the supervisor relationship.

Therefore, research demonstrated the employee relationship with their supervisors also effected

motivation and increased productivity.

The third conclusion is the work-group norms of an organization has a direct impact on

productivity. The employees’ social dynamics set the threshold of what is an acceptable

productivity rate for the organization. The social pressure to succeed inside an organization is the

underlying motivation in many organizations.

The fourth conclusion, is the workplace is a social system with interdependent

relationships. There is a strong incentive to support each other to fulfill the organizational

objective. The social dynamics were strengthened with each other when they were separated

from their families and thus productivity increased.

Maslow’s Hierarchy of Needs Theory

In 1962, Abraham Maslow published A Theory of Human Motivation, which stated that

people’s behavior is directed by satisfying internal needs. The needs theory identified the

complexity of human motivations and desires that man is a wanting animal constantly working

or striving to achieve a need or desire. Maslow’s Hierarchy of Needs connects employee

motivation and employee involvement. The Hierarchy consists of two sections, the deficiency or

lower level needs and the growth or self-actualization needs. Maslow’s Hierarchy of Needs

consists of five stages, the psychological, safety, love, esteem and self-actualization.

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Deficiency Needs Theory

The deficiency needs which consists of both psychological and safety can be solved by

compensation. Monetary compensation provides the most basic of human needs, such as the

need for food, water and shelter and fulfills the first of Maslow’s Hierarchy of Needs. Also, the

safety need is resolved at this level because public-sector employment provides safety and

security. However, these external rewards will be short-lived and public-sector managers must

utilize other forms of motivation to maintain services and guarantee the success of the public-

sector.

The next level on Maslow’s Hierarchy of Needs is the love needs, which is used to

achieve and maintain the employees’ pursuit of love, gratification and belonging to social needs.

Public-sector managers have created employee motivation by designing an employee-friendly

environment (EFE), such as a flexible work environment. A flexible work-environment is used

in addition to monetary compensation to alleviate the work-family conflict. The flexibility

allowed by EFE, helps with the management and cooperation of work and family

responsibilities. A public-sector manager who establishes an EFE environment helps to reduce

stress, and enhances quality of work experiences (Gordon, McMullin & Adams, 2015). The

research discussed factors regarding small firm employers who offered flexible workplace

policies, in comparison to employers who did not. The study was conducted on Canadian

Internal Technology companies consisting of less than 100 employees and their owners. A

flexible workplace environment is a response to the increasing demands of employees balancing

work and family life. It allows adaptability of employees work location, work hours, and their

approaches to time. Furthermore, employees profess that technology provides potential for

productivity and efficiency in the workplace (Khan, & Fazili, 2016).

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Furthermore, inside the federal government, telework was introduced to recruit and retain

a talented workforce. Technological advances equate to workers being accessible at any time,

even away from the workplace (McNamara, Pitt-Catsouphes & Brown, 2013).

As baby boomers retire, they are being replaced by Generation X and Millennials, who

seek to minimize the work-family conflict. Many of these workers have experienced first-hand

the effects of making the workplace a priority and do not want to impose those values on

themselves. An example of this is one Florida-based CPA, who arranged to arrive later to work;

thereby he could dress his youngest daughter, prepare her breakfast, and take her to school each

day. Although the cost for spending time with his daughter meant he had to work later, he

regarded the long-term benefit outweighed the short-term cost (Blazovich, Smith & Smith,

2014).

Public-sector managers can use technology in EFE to help reintroduce employees into

work after the birth or adoption of a child. This case is demonstrated from the University of

Michigan, Department of Business and Finance that has gradual return-to-work policies for new

parents. New parents have a six-month period after childbirth allowing them to work at 50

percent to 80 percent of their normal workload and maintain full-time status (Presmanes, 2015).

Companies such as Best Buy and Sun Systems have created a business model of an honor system

for employees that allows for flexible, any place, and any time work.

The business models are a response to address the current workforce needs that seeks

additional support from the government to care for their dependent children. The current

workforce is typically a dual-career couple with a non-traditional family (Myungjung, & Jeon,

2017). Some experts have argued that the flexibility of government is a response to pressure

from society. Regardless of who or what is responsible for the adaptability, the fact that

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organizations are attempting to address employees’ needs is a step in a positive direction.

Furthermore, the percentage of employees with a non-traditional family will continue to increase.

“The trend in the United States is sixty percent of mothers with children under the age of six

worked in 2008 compared with 33 percent in 1975. Children with a nonworking parent declined

from 64 to 34 percent between 1967 and 2009; the fraction with all parents in the household

employed full time and full year rose from 14 to 33 percent” (Ruhm, 2011, p.38). Another trend

is, Generation X, and Millennials put an emphasis on the work-family balance, and seek EFE to

provide a flexible work location and schedule.

The federal government allows telework in some professions and the option is used as a

template for other public agencies. In addition, it explores the factors that permit telework among

the California public agencies. A public-sector manager can use telework to appeal to Generation

X and Millennials employees, in the strive to be environmentally responsible. EFE such as

telework helps to decrease organizations carbon footprint. Energy consumption from buildings is

an increasing concern, fueled by population growth. To add, there is an increase in demand for

comfort levels due when spending time inside buildings. They determined that “office buildings

within the commercial and retail sectors account for 17% of UK energy consumption and 2% of

total energy use. In offices, 55% of energy consumption is through heating ventilation, and air-

conditioning, 17% is from lighting, and the remainder is from equipment, food preparation, and

refrigeration” (Manika, Wells, Gregory-Smith, & Gentry, 2015, p.664).

However, the research did reveal that telework was poorly received by cities with elected

mayors, especially in the case of re-election. Moreover, some citizens complained that telework

results in service delays and less interaction with employees. In Utah, telework was abandoned

due to public complaints who stated the program caused an inconvenience (Myungjung, & Jeon,

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2017). Another obstacle to telework in the federal government came from cities with a more

heterogeneous population who were suspicious of other ethnicities. As a result, a public-sector

manager must be flexible and respond to public requests from a changing environment.

Another EFE option a public-sector manager can use to motivate employees is to provide

the opportunity to work a flexible, compressed or part-time work schedule. Flexible work

schedules allow employees to work the required 40 hours during the week however, there is no

restriction of when the hours must be worked. A flexible work schedule consists of employees

working half days on Friday and modifying work schedules during the holiday season and

summer months. A flexible work schedule allows employees to leave early one day and stay late

on another day. Furthermore, employees are extended the opportunity to work permanently or

temporarily.

A compressed work schedule allows employees to modify their scheduled workday by

adding extra hours, thus providing them with an extra day off. The compressed work schedule

proved beneficial to employees who were single, unmarried, and older employees. These

employees had few or no family commitments and looked forward to the extra leisure time. To

add, the compressed work schedule benefitted unsatisfied employees who sought time away

from work.

Another EFE option that a public-sector manager can offer employees is part-time

employment. Part-time employment provides the motivation to earn income and experience for

students and parents with young children. Likewise, part-time employment motivated public-

sector retirees who want to return to work, contribute to society, seek the social interaction and

earn extra income to supplement their retirement. Part-time employment is also beneficial to the

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organization, as the work is completed. Lastly, the public-sector manager realizes there is a cost-

savings to the organization because benefits are not paid to part-time employees.

Another option public-sector employers are incorporating is flexible care spending

accounts to satisfy the love needs. Flexible care spending allows employees to set aside pre-tax

income to provide for dependent care needs. The cost of child care is expensive, with “costs

averaging 7% of family income in 2011, but low-income families can spend upward of 30% of

income. The average annual costs of center-based care was greater than that of public college

tuition in 35 states” (Hipp, Morrissey, & Warner, 2017, p.615). These child-care costs are

primarily driven by rent and labor. The salaries for child-care workers is one of the lowest paid

professions. Moreover, most child-care centers are open for extended hours to accommodate

working parents.

The flexible spending account provides peace of mind for employees and child-care

provides who are guaranteed payment. The additional assurance for contemporary employers is

that frequent work disruptions and high absenteeism will be reduced. Also, a flexible spending

account can be effective in recruiting and retaining valuable employees who have dependent care

responsibilities (Lee & Hong, 2011). Therefore, internal employee motivation restores work-

family conflict and benefits the organization by maintaining productivity in the public sector.

The research also identified that employee satisfaction and EFE are viewed as intangible

assets. In using the private-sector, the stock market responds poorly when public announcement

of both are made and may take four to five years for the results to become evident (Chang,

2019). However, employee satisfaction and employee-friendly environments are contributing

factors to a superior long-term stock performance. Although the public-sector is not on the stock

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exchange, a public-sector manager does have the advantage of time to access and ignite internal

employee motivation.

A public-sector manager can access employees’ internal motivation to create positive

firm value inside the organization. The best talent in a competitive industry is needed for optimal

performance. The public-sector manager can utilize EFE to enhance employees’ internal

satisfaction. The research was conducted to determine if EFE is a response to positive market

competition. Furthermore, the study revealed the connection between EFE and a competitive

firm value. The research used is a “list of Fortunes ‘100 Best Companies to Work For’” (Chang,

2019, p.200), and discovered some similarities among the firms who were published on

Fortune’s list. These firms were more likely to invest in human capital and set a premium on

treating their employees well.

The next level of Maslow’s hierarchy of needs is self-esteem. As employees’ progress up

the hierarchy they must feel competent when performing their job. Employees seek to develop

opportunities and independence (Bassous, 2015). Additionally, employees seek recognition and

support from others to contribute to their self-esteem and positive self-image.

Growth Needs

The highest need on Maslow’s hierarchy is not motivated out of a deficiency but stems

from achieving self-actualization. The need for self-actualization causes humans to seek self-

fulfillment and to reach their highest potential. The motivating factors to the nature of the work

is connected to achievement, recognition, responsibility, growth, innovation and challenging

work (Bassous, 2015).

Public-sector managers can use Maslow’s self-actualization need in times of crisis. The

crisis may be caused by a public-sector organization who needs to adapt in order to compete with

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the private-sector. Another example is when the public-sector experiences great fiscal loss or the

loss of the public’s confidence. Whatever the cause, the public-sector manager is responsible for

motivating employees to ensure the public-sector organization is productive, innovative and

beneficial to the public.

Theory “X” and Theory “Y”

Douglas McGregor expanded on Maslow’s Hierarchy of Needs as the starting point for

managers to capture the shift in thinking about the motivational needs of employees and the

needs of employees at work. Furthermore, in 1942, McGregor and Knickerbocker, researched a

highly effective management team in The Human Side of Enterprise, and discovered that unity

of purpose was the main characteristic in a successful unit. Moreover, McGregor concluded that

the traditional view of workers, held by Taylor, was called Theory X. Theory X characterized

people as being naturally lazy, unintelligent, and unmotivated and that workers could only be

induced by money, this was problematic. Also, McGregor identified that people naturally live up

to their expectations, and therefore allowed themselves to be controlled and manipulated in order

to produce results.

Theory X may explain why external employee motivation is short-lived. When satisfying

Theory X, and offering security by offering a generous retirement package, it reduces employee

work possibility. Coincidently, employees with a substantial retirement, may have a tendency to

slack off. In the case of unionization of public-sector employees, it provides adequate job

protection however it negatively impacts innovation. Furthermore, unionized employees tend to

be less loyal to their employer (Adhikari, 2017).

With the identification of the problematic theory, McGregor’s alternative was Theory Y,

which was more optimistic and said that motivation is internal not external. Theory Y focused on

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the worth of the individual inside of an organization. Theory Y led to voluntary employee

motivation and produced results, in comparison to using forced motivation.

The esteem need is what McGregor established in Theory Y, the alternative to Theory X.

Additionally, Theory Y was more optimistic in comparison to Theory X and recognized that

employee motivation was a result of internal factors, not external. To add, Theory Y stated that

employees are not irresponsible and are able to focus and self-direct to achieve the organizational

objective. Furthermore, under appropriate conditions, employees can be fulfilled and experience

positive motivation to complete their tasks (Lawter, Kopelman & Prottas, 2015).

McGregor’s Theory Y put the responsibility on the managers for setting the

organizational conditions and procedures to motivate their workers. Therefore, public-sector

managers must identify employees’ internal motivations, expand their strengths and stimulate the

psychological states of subordinates to perform well inside of the organizational structure

(Polston-Murdoch, 2013). Subordinates appreciate the faith demonstrated by their public-sector

managers to enhance their qualities and help them succeed inside the organization.

Theory Y places a premium for leaders to be engaged in the subordinates’ success. The

road map demonstrated by the leader needs to inspire and communicate to employees that goals

are attainable goals. The faith demonstrated by the leaders results in trust from their subordinates

and contributes to motivation, intellectual stimulation and the organization’s success (Asencio,

Mujkic, 2016).

To add, Theory Y says, managers are responsible to take the initiative and produce the

appropriate environment to allow workers to become responsible for their work and achieve the

organizational goals. A few tools used by McGregor are delegation, job-enlargement and

participative management to help workers feel responsible and motivate them to achieve success.

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Engaged employees, go beyond work expectations because the faith demonstrated by their

manager creates an environment where employees have the sense of ownership of their success

and the success of the organization. The public-sector manager can create an atmosphere of

inclusivity when engaging with employees either on a cognitive or emotional level (Mishra,

Sharma & Bhaskar, 2015). In essence, Theory Y states that if workers fail to reach their highest

potential, it was the result of managers who failed to set the right conditions to allow their

workers to succeed.

An additional mechanism the public-sector manager can access from employees is

innovation. This creates internal employee motivation for employees who are cognitively

challenged and puts the responsibility on the employee to achieve the desired results. Using

innovation inside the public-sector creates knowledge and produces long-term activity and

benefits the employee, the organization and the public. Also, organizations with enhanced

diversity policies, such as how they treat women and minorities, have greater innovative success

and efficiency. Some examples of professions who seek intellectual challenge are scientists and

engineers and suggests that increased productivity in innovation heavily depends on the internal

satisfaction of employees and not just compensation (Adhikari, Choi & Sah, 2016).

Motivation-Hygiene Theory

Frederick Hertzberg reduced Maslow’ Hierarchy needs from five levels to three.

Hertzberg’s hierarchy of needs consisted of existence, relatedness, and growth. He further argued

that all three needs were able to motivate a person’s behavior at the same time.

Hertzberg studied motivation inside work environments and identified a two-factor or

motivation-hygiene theory in which he stated that the factors that existed to motivate an

individual’s behavior were different from the contributing factors that led to their dissatisfaction.

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Hertzberg stated that the lower-level or hygiene needs satisfied Maslow’s basic-level needs.

Coincidently, these extrinsic or lower-level needs did not lead to motivation, it only eliminated

the dissatisfaction of an individual. Moreover, hygiene factors such as, working conditions, pay,

supervision, interpersonal relationships, status and security once eliminated also contributed to a

dissatisfied worker. As such, unsatisfied employees tend to reduce their input when they create

negative benchmarks, due to the slanted view of the environment (Tso, Liu, Li., 2015). Hertzberg

concluded that only when the work itself is fulfilling and satisfying it leads to workers being

motivated.

Cooperation Theory

To further expand on employee motivation, it was Chester Barnard who discovered

human cooperation was necessary to achieve employee motivation. Barnard stated that the

collaboration between two or more people toward the attainment of a common goal achieved

success inside the organization. The participation used by two employees was necessary to build

cooperation and interdependence among the organizational subunits (Vikander, 2013).

A public-sector manager can observe the social interaction among employees to

determine the teamwork among employees and improve productivity. Coincidently, the social

interaction among employees both on and off the job strengthens motivation. Furthermore, the

cooperation theory is able to view the dynamics among individual departments to achieve

organizational success. Lastly, the cooperation theory can be used to identify the subtleties

between public-sector managers and their employees.

Participation and Group Dynamics Theory

Although Barnard discovered that organizations required participation from their

employees, it was Herbert Simon who identified that public-sector managers could guarantee

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contributions from their employees by providing appropriate incentives to motivate. A public-

sector manager can use the participation theory to motivate employees to contribute their unique

qualities to accomplish the mission of the organization. The contributions from employees led to

the discovery that workers participated in problem-solving and decision-making teams.

Moreover, the democratic process increases the number and diversity of solutions (Zheng, Li, &

Hou, 2011). Social psychologist Kurt Lewin and anthropologist Margaret Mead identified that

humans were more likely to modify their behavior when they participated in problem-solving

mechanisms and solutions. Lewin and Mead concluded that people are more likely to implement

solutions in which they have helped contributed to.

McClelland’s Theory of Needs

The final motivational theories demonstrate employees who need to achieve, a need to

affiliate and the need for power (Andersen, 2010). In the first theory, David McClelland stated

that individuals with high achievement needs were drawn to difficult tasks. The employees also

sought feedback for their performance to monitor their progress and took responsibility for their

actions. Because of the need to seek challenges, the employees attempted new ways of

performing tasks that resulted in efficiency. Employees with a high need to achieve, prefer to

work alone or with other high achievers.

The next motivation theory is a high affiliation need. These employees strive for a

harmonious work environment with others and the need to feel accepted. They conform to the

norms of the organization and prefer to work with other people. Employees who have a high

need for affiliation perform well in customer service and situations with client interaction.

The last of McClelland’s theories identifies employees with high power needs.

McClelland found that individuals with high power needs were sensitive to power-related

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provocations. These individuals were more assertive, sought more peak experiences in power

terms and gravitated to careers that led them to have power and influence over others. Employees

with high power needs want to coordinate the efforts of others to further the organizational goals.

Additionally, these individuals were motivated by acquiring prestige possessions and power

symbols.

Also, McClelland stated that motivation was learned inside the organization and varied

from individual to individual. The three learned theories are, the need for achievement, the need

for power and the need for affiliation. According to McClelland’s model the need for

achievement drives one individual, whereas the need for power or affiliation might be the

dominant force that motivates another. Coincidently, the same set of factors inside an

organization triggered different reactions from various individuals. A public-sector manager can

use McClelland’s Theory of Needs to strategically place employees in positions that increase

motivation, productivity and satisfaction.

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Section 3: Methodology

The research will determine what employee motivational theories work best for public-

sector employees. The public-sector employees who will be surveyed work for the federal, state

and local municipalities. The research will determine if internal or external motivation increases

employee productivity. The data obtained will demonstrate the effect of employee motivation

theories in various government agencies. Also, the survey demonstrates what motivational

theories best contribute to employee motivation. Additionally, the research will determine if an

employee-friendly environment contributes positively to employee motivation.

Regardless of how employees are motivated, the public-sector manager must use these

theories in tandem with employees’ unique personalities to achieve the organizational goals. The

motivational theories will allow the public-sector manager to form a unified team, who is

committed to providing quality public service.

Research Design

The frame of analysis is employee motivation and productivity in the public sector. The

unit of analysis will be various public-sector employees in the Los Angeles area. The researcher

will survey a minimum of 100 various public-sector employees. However, if the target is not

reached, an acceptable survey response rate is 50. The research design is descriptive and will be

a quantitative methodology. The research design will use the primary data to confirm the

relationship between the independent variable, motivation and the dependent variables as

supervisor’s motivation, employee-friendly environment and motivational theories. The primary

data will be precise and will answer the hypothesis questions.

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Data Collection and Sampling

The survey will be done in four phases, via e-mail and voluntarily, with the option to stop

participating at any time. A test pilot survey will be conducted with the researcher’s family,

neighbors, church members and friends, who work for various public-sector organizations. A

minimum of 50 survey questions will be sent via e-mail from the researcher’s address book. A

deadline of three days will be given to complete the survey. In the event an acceptable response

is not received the researcher will follow-up with e-mails, phone or personal contact. The

researcher will keep track of the responses received to help gauge the response rate.

Phase two of the program will include the survey questionnaire sent to the researcher’s

school contact list. The student is currently enrolled at California State University Northridge,

and has e-mail access to a minimum of 50 student and former professors. The survey questions

will be submitted via-email with a deadline to respond within three days. If responses are not

received, the researcher will follow-up with e-mail reminders, phone or personal contact.

Phase three of the program will include sending out survey questions to the researcher’s

current and former coworkers. The researcher has been a public-sector employee for over 23

years. Her current assignment is in downtown Los Angeles, and she is a member of the support

staff. A minimum of 300 employees work at the headquarters location. During the researcher’s

breaks and lunch hour she will obtain permission from participants and submit the survey

questionnaire via e-mail. The goal is to send out a minimum of 75 survey questionnaires via e-

mail with a three-day deadline. In the event that responses are not received, the researcher will

follow-up with e-mails, phone or personal contact.

Part four of the program will be conducted by the researcher during her two-hour

commute to and from work. The researcher uses public transportation and is very social. She will

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obtain permission from participants who work for various government and state agencies. The

researcher will obtain e-mail addresses and give a three-day deadline to respond. In the event

participants do not respond, follow-up contact will be made via e-mail, phone or in person. The

goal is to obtain a minimum of 50 survey responses.

The survey will consist of 10 questions, and can be completed in the duration of five

minutes. The survey should be completed within two weeks to correlate with the bi-weekly pay

period for salaried employees. To add, the survey will remain confidential to provide an

atmosphere for honesty.

The participants will be informed that their responses will seek to confirm what

motivational theories positively affect employee motivation. Also, the responses will provide

public-sector managers of how their own self-motivation impacts their subordinates. The

responses are geared to provide information on the best motivational theories that incite

productivity and improve the public value.

Since those participants who are accessible to the researcher will be recruited for the

study, a convenient or a non-random sampling strategy will be used in the study. Due to the large

number of public-sector employees, 100 public sector employees will be surveyed. The answers

will be reflective of the larger population of public-sector employees, however if this is not

achieved, an acceptable level is 50.

The question format of the survey will be close-ended questions and the levels of

measurement will be nominal. The primary data will determine the relationship between the

independent variable, motivation, and the dependent variable, productivity. The answers will

demonstrate the impact of motivational theories on public-sector employees.

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Threats to Validity

It is important to recognize that this research has potential limitations due to internal and

external threats of validity. An internal threat to validity may occur if employees come in contact

with each other and discuss the survey and alter their responses. Also, attrition may occur if

participants do not complete the survey, therefore the two-week deadline will need to be

extended. Coincidently, this may cause an overrepresentation, of participants who complete the

survey being highly motivated. Another internal threat is selection bias, because the gender and

age of participants may be disproportionately represented. An external threat to validity are the

surveys answers obtained from 100 employees is small in comparison to all public-sector

employees and may not represent the example desired. As a result, the findings cannot be

generalized because of the small sample size. Also, replication may occur because a duplicate

study conducted in another geographic location may produce different results.

Ethical Considerations

It is vital to maintain the highest ethical standard when conducting this survey to

determine its effects. Throughout the survey process, all participants will be treated with respect

and will not be harmed by the researcher. The researcher will obtain permission from her

supervisor and ensure the survey will not interfere with business. All participants will be given a

notice of consent to participate in the survey solely on a voluntary basis. Moreover, the

participants’ identification will remain anonymous.

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Section 4: Background

Public-sector organizations are operated and controlled by government entities.

Although there are variations of services provided by the federal, state and local municipalities,

one thing is certain, public-sector organizations fulfill a vital role in everyday lives. Therefore, it

is imperative for public-sector organizations to hire employees who goals align with the

organizational objective. Public-sector organizations must provide services to the public and

cannot make a profit. As a result, a public-sector employee will have to forgo the economic gains

provided in the private sector and seek internal motivation to serve the needs of the public.

The research presented seven motivational theories that a public-sector manager can use

to inspire employees. The theories are anchored in altruistic motives that drive many employees

into public service. Some examples of public services include, healthcare, military and law

enforcement protection and public education. These public-services are provided on a domestic

and international level. In this capacity, motivation is needed to create the foundation for public

service and the unification to maintain its obligation to society. A public-sector manager can

motivate employees by helping them achieve productivity, competence and worth in carrying out

their duties. The motivation to perform their job produces momentum to benefit society and a

determination to assist the less fortunate.

As public-sector organizations expand services to the public, it increases the role and size

of the government. As such, a public-sector manager must instill motivation within the

organization to provide the services in a professional and efficient manner. Public-sector

employees must be motivated to serve a higher purpose and cannot put their individual needs

before the public. Public-sector employees must perform their duties in an ethical manner to

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benefit society. Moreover, public-sector employees must carry out their duties in a responsible

manner, remain transparent and be accountable to their constituents

Given the enormous responsibility of a public-sector employee, it is important to utilize

employee motivation to maintain public commitment. Therefore, a public-sector manager is

responsible for identifying what motivational theories appropriately address the employees’

needs and maintain the organizational commitment. The alignment of both improves public-

service and increases productivity. It also produces a resolve to solve social problems and

improve public value.

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References

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Lawter, L., Kopelman, R. E., & Prottas, D. J. (2015). McGregor's theory X/Y and job performance: A multilevel, multi-source analysis. Journal of Managerial Issues, 84-101. Lee, S. Y., & Hong, J. H. (2011). Does family-friendly policy matter? Testing its impact on turnover and performance. Public Administration Review, 71(6), 870-879. Manika, D., Wells, V. K., Gregory-Smith, D., & Gentry, M. (2015). The impact of individual attitudinal and organisational variables on workplace environmentally friendly behaviours. Journal of Business Ethics, 126(4), 663-684. McNamara, T. K., Pitt-Catsouphes, M., & Brown, M. (2013). Employer policies for dependent care: The role of internal demographics. Journal of Managerial Issues, 192-211. Mishra, B., Sharma, B. R., & Bhaskar, A. U. (2015). Predictors of employee engagement: the case of an Indian PSU. The Indian Journal of Industrial Relations, 469-478. Polston-Murdoch, L. (2013). An Investigation of path-goal theory, relationship of leadership style, supervisor-related commitment, and gender. Emerging Leadership Journeys, 6(1), 13-44. Presmanes, G. T. (2015). WORKERS’COMPENSATION, RETURN TO WORK, AND USE OF LIGHT DUTY WORK OFFERS: AN OVERVIEW OF PROGRAMS THROUGHOUT THE UNITED STATES. Tort Trial & Insurance Practice Law Journal, 50(3-4), 781-808. Ruhm, C. J. (2011). Policies to assist parents with young children. The future of children/Center for the Future of Children, the David and Lucile Packard Foundation, 21(2), 37. Tso, G. K. F., Liu, F., & Li, J. (2015). Identifying Factors of Employee Satisfaction: A Case Study of Chinese Resource-Based State-Owned Enterprises. Social Indicators Research, 123(2), 567-583. Vikander, N. (2013). Sorting and sustaining cooperation. Oxford Economic Papers, 65(2), 548-566. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/23463552 Wright, B. E. (2007). Public service and motivation: Does mission matter?. Public administration review, 67(1), 54-64. Zheng, H., Li, D., & Hou, W. (2011). Task Design, Motivation, and Participation in Crowdsourcing Contests. International Journal of Electronic Commerce, 15(4), 57-88. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/41300716

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Appendix: Survey Questions

The following nominal questions will be given to 100 public-sector employees who work

for various government and state agencies in Los Angeles. The responses will assist public-

sector managers to identify the motivational theories that effect employee motivation. The

questions will identify how committed the public-sector employees are to the organizational

values. The questions will determine whether internal or external factors increase employee

motivation. The responses will allow public-sector managers to view how their self-motivation

sets the tone for the organization. In conclusion, the responses will help public-sector managers

implement motivational theories to increase public value.

Dear Participant,

Thank you for taking your time to complete this survey. The survey questionnaire is strictly

voluntarily and confidential. The purpose of this evaluation is to measure the internal and

external factors that contribute to motivation among public-sector employees’, increased

productivity and an increase in public value.

For questions 1-10, please circle 1 for yes or 2 for no.

1. As a public-sector employee, do you believe you are more motivated then employees in

the private sector to perform your job. 1. Yes 2. No

2. Technology contributes positively to my motivation to work. 1. Yes 2. No

3. Is public-sector compensation sufficient for employee motivation? 1. Yes 2. No

4. Achieving the organizational goals inspires me to be productive. 1. Yes 2. No

5. An employee-friendly environment contributes to my motivation. 1. Yes 2. No

6. I feel motivated when I receive job enlargement or job ownership. 1. Yes 2. No

7. I feel inspired when my supervisor assigns me a difficult project. 1. Yes 2. No

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8. I feel motivated by job autonomy. 1. Yes 2. No

9. I enjoy working in problem-solving or decision making-teams. 1. Yes 2. No

10. The motivation displayed by my supervisor sets a high bar for employees. 1. Yes 2. No