Sample Proposal

Public Service Motivation - 1

Public Service Motivation, Perceptions of Organizational Politics, and Job Satisfaction in Nepali Government Sector

There is an implicit assumption that government or public sector jobs are aimed at

providing help, support and assistance in the name of the general interest and well-being of society-at-large rather than seeking profit for personal advantage (Cerase & Farinella, 2009). In modern societies, high quality public service is vital, and there have been continuous efforts in the discipline of Public Administration to find the ways to improve the performance of the public service (Hondeghem & Perry, 2009). Despite these efforts, there is a strong belief among general public that government employees do not work or work very little and are less productive than their private sector counterparts (Volcker, 1989, as cited in Frank & Lewis, 2004). Even in the case of Nepali government or public sector employees, there is a strong belief among general public that they often do not follow the ethos of public service. This belief, to a certain extent, represents the reality of Nepali bureaucracy which leads to the fact that Nepali employees, while choosing a career in the government or public sector, are either not aware of the ethos of public service or there are other factors that prevent them to give their best at their jobs.

Several theoretical works as well as empirical studies have established positive relationships between employee motivation and several employee outcomes. Work motivation is a complex phenomenon and there is no single theory which can explain employees’ different attitudes and behaviors at workplace. In the past two decades, many researchers have tried to explain employee motivation in the public sector and they have made significant contributions to this field. One such contribution was made by Perry and Wise (1990), who coined the term "Public Service Motivation" (PSM) in their article "The Motivational Bases of Public Service". This article is grounded in thinking about motivational alternatives to merit pay (Hondeghem & Wise, 2009) and assumes that bureaucrats are characterized by an ethic to serve the public and act out of commitment to common good, rather than mere self-interest (Houston, 2005).

According to Hondeghem and Wise (2009), more than 125 studies have been carried out after the introduction of PSM concept, and now it has been empirically established that PSM is a separate and analytically distinct construct. Several scholars have empirically examined the relationships between PSM and employees outcomes such as job satisfaction (e.g., Bright, 2008; Kim, 2005; Naff & Curm, 1999), organizational commitment (Crewson, 1997; Castaing, 2006), altruism, trust in government, serving the public or one’s country, civic involvement, and political participation (Brewer & Selden, 1998, 2000; Brewer et al., 2000, as cited in Liu, Tang,& Zhu, 2008). Several scholars have also attempted to examine the generalizability of PSM scale developed by Perry (1996) in a non-western context (e.g., Liu, Tang, & Zhu, 2008) which suggested that although PSM exists in non-western context, Parry's (1996) scale is not generalizable. Therefore, it is imperative to know whether PSM observed in the west exist in Nepal. At the same time, it is equally pertinent to investigate in Nepali government sector, which has not been able to perform as per the expectations of general public, whether it lacks PSM or there are other intervening factors that dampen the positive influence of PSM on employees' job attitudes such as job satisfaction.

The studies carried out in the developed western world to investigate the effect of PSM on public employees’ job satisfaction and organizational commitment also do not provide consistent relationships between PSM and these outcomes, which suggests that the relationships could be mediated or moderated by some other variables. There could be several


variables that moderate or mediate these relationships. Out of these variables one of the important variables that can have significant influence on the relationships between PSM and job attitudes could be employees’ perceptions of organizational politics (POP) which has been empirically found to have dysfunctional organizational outcomes such as absenteeism, turnover, job stress, and reduced job satisfaction, job involvement, and organizational commitment. However, no studies even in the West have attempted to investigate the effect of POP on the relationships between PSM and job attitude variables. Therefore, this study intends to assess the level of PSM in Nepali government employees, examine the relationship between PSM and job satisfaction, and examine the moderating effect of POP on PSM – job satisfaction relationship.

Statement of the Problem

Although past studies demonstrate that PSM is a universal concept, majority of the studies carried out in different countries as well as cross cultural studies (e.g., Bandenabeele, Scheepers & Hondeghem, 2006; Liu, Tang, & Zhu) suggest that Perry’s dimensions of PSM are not neatly reproduced since Perry’s model is specifically oriented towards US (Hondeghem & Vandenabeele, 2005). As there could be subtle or even substantial differences between the employees of western developed countries and an underdeveloped country like Nepal from socio-cultural and socio-economic perspectives, the PSM dimensions may not be reproduced in a Nepali context.

After the call of Parry (1997), there is a growing body of research investigating the antecedents and outcomes of PSM. In 2000, Perry further raised the question of whether management practice and organizational environment could influence PSM. To find answer for this question and to resolve the ambiguities found in the relationship between PSM and outcomes, researchers focused their attention toward examining the influence of other factors in the relationships between PSM and various attitudinal and behavioral outcomes. Leisink and Steijn’s (2009) study in Dutch public sector revealed that the relationship between PSM and job performance is mediated by person-job fit. While investigating the influence of PSM on job performance, Kim (2005) found that PSM positively affects organizational performance but factors other than PSM such as job satisfaction, organizational commitment, and organizational citizenship behavior (OCB) have more effect on it. On the other hand, Brewer (2008) suggested that there is no clear evidence of the linkage between PSM and performance (Leisink & Steijn, 2009).

As previous studies indicate that the PSM scale developed in the west cannot be used in the eastern context, and the findings of the studies carried out within the western context are not consistent, it can be expected that the findings of the studies carried out in western context may not be applicable to Nepali context. So, there are several issues that need to be addressed in order to ascertain generalizability and instraumentality of PSM construct and better understand the linkages between PSM and employees’ attitudes such as job satisfaction and the moderating mechanism between these relationships:

• Is Parry's (1996) PSM scale applicable to a Nepali context? • What is the level of Nepali government employees’ PSM? • Is there any relationship between PSM and employees’ job satisfaction? • Is there any relationship between POP and employees’ job satisfaction? • Does employees' POP moderate the relationship between PSM and job

satisfaction?


This study intends to enquire into these issues and fill the gap in understanding the nature of relationships between Nepali government employees’ PSM, their POP, and job satisfaction. The basic questions this study seeks to address are:

Can Perry's (1996) PSM scale be used in a Nepali context? In what way PSM and POP are associated with Nepali government employees' job satisfaction and do their POP moderate the relationship between their PSM and job satisfaction?

Objective of the Study

The objective of this study is to assess the applicability of original Perry's (1996) PSM scale in a Nepali context and utilize this scale to examine the direct relationships between Nepali Government employees’ PSM and job satisfaction and PSM and POP, and moderating effect of POP on the relationships between different dimensions of PSM and job job satisfaction. Further objectives are to assess the level of PSM across employees’ age, gender, education, employment sector, hierarchical level, and tenure.

Expected Results, Application, and Uses

As mentioned in the previous section, this study specifically intends to examine the applicability of the original PSM measure developed by Perry (1996), to evaluate Nepali government employees’ level of PSM and to examine the relationship between PSM and employees’ job satisfaction. It also intends to examine the moderating effect of employees’ POP on the relationship between PSM and job satisfaction. It is expected that the original measure of PSM cannot be applied to measure the level of PSM of Nepali government employees although the dimensionality of PSM could remain the same. There could be a possibility of adding or deleting some items of the scale so as to make the instrument more valid and reliable in the Nepali context as previous studies have indicated that the original instrument is not fully applicable to the studies carried out in different countries such as China, Korea, Netherlands, Italy, Switzerland, etc. In the present socio-political context of the country, it is expected that the level of PSM of Nepali government employee is low to moderate with significant differences among the employees at different hierarchical level. This study also expects that there will be a positive relationship between level of PSM and employees’ job satisfaction. This relationship will be moderated by employees’ POP since in several previous studies POP has been found to have dysfunctional individual and organizational outcomes.

The findings of this study will have significant practical implications not only to Nepali Bureaucracy but also to the academicians working in the area of PSM and organizational politics. The validation of PSM scale in Nepali context will provide a validated measure to the researchers willing to pursue studies in this area. It will also establish/check the generalizability of the scale in a different cultural context. Although it is a correlational study and it is not possible to establish the direction of causality, it can be expected that PSM will positively influence employees’ job satisfaction. If PSM explains significant amount of variances in employees’ job satisfaction, then it will have


two distinct practical implications. First, devising a policy to recruit personnel in government employment who have high level of PSM and second, developing policies and practices that help enhance the level of PSM of those who are already working in various government organizations. Implementation of these policy measures will contribute toward the improved performance of Nepali bureaucracy since several past studies have established that employees' level of job satisfaction has significant impact on organizational outcomes.

Literature Review Public Service Motivation

According to Perry and Wise (1990), public service motivation is "an individual's

predisposition to respond to motives grounded primarily or uniquely in public organizations and institutions" (p. 368). The PSM concept assumes that there are specific motives, where "motives" refer to psychological needs. These motives are activated specifically by the features of public institutions and may fall into three analytically-distinct categories: rational, norm-based and affective. Rational motives are grounded in individual utility maximization, norm-based are grounded in a desire to pursue the common good and further the public interest, and the affective motives are grounded in human emotions. Based upon this concept, Perry (1996) developed a four dimensional construct as well as a measurement scale that empirically measures PSM in individuals. The four dimensional construct includes - attraction to policy making, commitment to public interest, self-sacrifice and compassion.

After Perry and Wise (1990), many scholars have contributed to the theoretical and

methodological advances in this field which have been used to identify/explore the influences of PSM on employee performance and organizational outcomes. One such attempt which conceptualizes PSM differently than did Perry and Wise (1990) is the conceptualization presented by Brewer, Selden, and Facer (2000). It suggested that there is just not one conception of this public service ethic and an interest in politics or policy making is not a characteristic of PSM (Houston, 2005). However, Perry and Wise (1990) and Perry (1996) provided a convincing definition of PSM as well as a tool that could be used to evaluate not only PSM but also the other concepts such as job satisfaction, work performance and employment sector (Bright, 2007). Many researchers are convinced that PSM is a meaningful predictor of the performance of employees in public organizations. Perceptions of Organizational Politics (POP)

Over the past four decades, scholars have attempted to define organizational politics

from different perspectives resulting in numerous definitions. However, majority of the empirical works have taken a narrow perspective while defining it and often viewed as subjective evaluations of others’ self-serving work behaviors not sanctioned by the organizations (Miller et al., 2008). Gandz and Murray (1980) suggested that organizational politics is a subjective state in which organizational members perceive themselves or others as intentionally seeking selfish ends in an organizational context when such ends are opposed to those of others. More recent studies, on the other hand, suggested that it should be regarded as pervasive and necessary for normal business functioning, and a simple fact of organizational life (Miller et al., 2008). Proposition of POP model by Ferris et al. (1989) and development of a valid measure of POP (e.g., Kacmar & Ferris, 1991; Ferris & Kacmar, 1992; Kacmar & Carlson, 1997), set


new direction toward the investigation of POP and its antecedents and outcomes in 1990s (e.g., Ferris & Kacmar, 1992, Ferris, Frink, Galang, Znou, Kacmar, & Howard, 1996; Kacmar, Boezman, Carlson, & Anthony, 1999). POP involves an individual’s attribution to behaviors of self-serving intent, and is defined as an individual’s subjective evaluation about the extent to which the work environment is characterized by co-workers and supervisors who demonstrate such self-serving behavior (Ferris et al. 2000). Job Satisfaction Job satisfaction is one of the most intensively studied variables in organizational research (Rainey, 1997) and is commonly treated as a critical outcome variable in organizations (e.g. Judge & Watnabe, 1994; Landeweerd & Boumans, 1994, as cited in Chen & Silverthrone, 2008). Locke (1976) defined job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience (Miller, 2008). Spector (1997) described it as simply how people feel about their jobs and different aspects of their jobs whereas for Lawler (1990), job satisfaction refers to people’s feelings about the rewards they have received on the job (Chen & Silverthrone, 2008). This study will utilize Locke’s (1976) definition of job satisfaction. PSM and Job Satisfaction

This study hypothesizes that job satisfaction is an outcome of PSM. There is plethora

of studies which have indicated job satisfaction as a significant predictor of positive organizational outcomes. But there are only few studies which investigated the antecedent influence of PSM on job satisfaction.

The findings of the previous studies examining the relationship between PSM and job

satisfaction are not consistent. Naff and Crum’s (1999) study revealed significant positive relationship between PSM and job satisfaction (Liu, Tang, & Zhu, 2008). Similarly, Cerase and Farinella (2009) found that high levels of PSM and a positive perception of change help to raise job satisfaction. In the Chinese context, Liu et al. (2008) found positive relationship between three dimensions of PSM (public policy making, compassion, and self-sacrifice) and public employees’ job satisfaction. On the other hand, Bright (2008) found that the relationship between PSM and job satisfaction would not be significant when P-O fit is taken into account.

POP and Job Satisfaction Based on Ferris et al. (1989) model of POP, numerous studies have empirically examined the relationships between POP and attitudinal outcomes. Other than one study by Parker et al. (1995), all other studies found negative relationship between POP and job satisfaction (e.g., Gandz & Murry, 1980; Ferris & Kacmar, 1992; Drory, 1993; Ferris et al, 1996, Vigoda, 2000; Vigoda, 2001; Vigoda 2002; Vigoda & Cohen, 2002; Poon, 2003; Vigoda-Gadot, Vinarski-Peretz, & Ben, 2003; Vigoda-Gadot & Kapan, 2005; Vigoda-Gadot & Meisler, 2010). On the other hand, the findings of the studies in the relationship between POP and job involvement are mixed. Ferris and Kacmar (1992) found positive relationship between POP and job involvement. However, Cropanzano et al. (1997) found negative relationship.


Most of the studies have consistently suggested negative relationship between POP and organizational commitment (Drory, 1993; Maslyn & Fedor, 1998; Nye & Witt, 1993; Witt, 1998; Vigoda 2000; Vigoda-Gadot et al., 2003; Vigoda & Cohen, 2002; Vigoda-Gadot & Kapan, 2005; Vigoda-Gadot & Meisler, 2010). However, in contrary to these findings, Cropanzano et al. (1997, Study 1) found positive relationship and other two studies (Cropanzano et al., 1997, Study 2 and Randall et al., 1999) found no relationship at all between POP and commitment (Miller et al., 2008). PSM, POP, and Job Satisfaction: A Theoretical Framework and Research Hypotheses

In the previous sections, the concepts of PSM and POP have been explained briefly and a review of past literature examining the interrelationships among PSM and job satisfaction and POP and job satisfaction are presented. Based on this review of literature, a theoretical framework suggesting possible relationships among different study variables is proposed which is shown in Fig. 1.

Fig. 1: Theoretical Framework Hypotheses

Based on the review of literature, the following hypotheses are proposed for the purpose of this study.

Hypothesis 1a: There is a significant positive relationship between the public policy making

dimension of PSM and employees' job satisfaction. Hypothesis 1b: There is a significant positive relationship between the public interest

dimension of PSM and employees' job satisfaction. Hypothesis 1c: There is a significant positive relationship between the compassion

dimension of PSM and employees' job satisfaction. Hypothesis 1d: There is a significant positive relationship between the self-sacrifice

dimension of PSM and employees' job satisfaction.

Socio-demographic Variables

• Age • Gender • Education • Tenure • Employme

nt Sector

Perceptions of Organizational Politics (POP)

Job Satisfaction

Public Service Motivation (PSM)


Hypothesis 2: Employees’ perceptions of organizational politics (POP) are negatively related to their job satisfaction.

Hypothesis 3: Employees’ POP will moderate the relationships between four dimensions of

PSM and job satisfaction. Higher level of employees’ political perceptions will negatively affect the relationships between the four dimensions of PSM and job satisfaction.

Methodology

This study has two broad objectives. First, it intends to examine the applicability of Perry's (1996) PSM scale in a Nepali context and then investigate the relationships between (1) PSM and job satisfaction, and (2) POP and job satisfaction, and examine the moderating effect of employees’ POP on these relationships. Therefore, this study will adopt quantitative approach to investigate the likely relationships among study variables using the PSM scale validated form this study and already validated job satisfaction and POP scales. Research Design Research design provides a planned and structured way of achieving the research goal to enhance validity and reliability of research findings (Mouton & Marais, 1990, as cited in Cope, 2003). This study will have non-experimental design. The elements of research design are described below. Variables In this study, variables being studied are PSM, job satisfaction, and POP. In the investigation of PSM – job satisfaction relationship, job involvement, job satisfaction, and organizational commitment are the dependent variables and PSM is the independent variable. While examining the relationships between POP and job attitudes, job involvement, job satisfaction, and organizational commitment are the dependent variables and POP is the independent variable. Similarly, while investigating the moderating effect of POP in the relationship between PSM and job attitudes, job involvement, job satisfaction, and organizational commitment are the dependent variables, PSM is the independent variable and POP is the moderating variable. Unit of Analysis The broad area of investigation for this study is PSM and its outcomes in Nepali bureaucracy. For the purpose of this study, the units of analysis will be individuals as well as groups (socio-demographic variables). Validity and Reliability The internal validity of this research will be ensured through measuring different constructs using already validated measures, analyzing the data with statistical package SPSS 16.0 for Windows and LISREL 8.8 for Windows. Conclusions will be drawn based on the available data.


This study will utilize the instruments which have been tested for their validity and reliability. Reliability of the instruments will be examined again with the data collected for this study. Confirmatory Factor Analysis (CFA) will be carried out for each instrument to check whether the data from this study fit to the same factor structures of these instruments. Cronbach alpha of each measure will be calculated to check the reliability of the measures. Population and Sample The population of this study will include all employees working in Nepali government organizations. The population will be categorized into three groups – senior executives (Joint Secretary and above), mid-level executives (Section officer and Under Secretary), and assistant level (All non-gazetted class I level employees,). Sampling Design

The sample will consist of employees from the various ministries and district level

offices of Government of Nepal. The ministries of Government of Nepal can be broadly classified into four different categories based on their roles and responsibilities. These four categories include the ministries related to (i) development sector, (ii) social sector, (iii) finance and economic sector, and (iv) energy and science and technology sector. For this study, three ministries each from the first two sectors and two ministries each from remaining three sectors will be randomly selected. From each ministry 100 employees will be selected (50 employees from ministry and central level offices, and 50 employees from district level offices) to create a diverse sample of participants who represent a broad range of governmental occupations.

Measures Altogether, seven previously developed measures will be used to capture different variables related to this study. These measures have been used by several researchers in previous research studies and have been found to be valid and reliable to capture the variables under investigation. Responses for the items will be captured in a 7-point Likert type scale where 1= strongly disagree, 2 = disagree, 3 = slightly disagree, 4 = neither agree nor disagree, 5 = slightly agree, 6 = agree, and 7 = strongly agree. Public Service Motivation (PSM) PSM will be assessed by using Perry’s (1996) 24-item scale. This scale has four sub-scales – self-sacrifice, compassion, public interest, and public-policy making. Previous studies have found coefficient alpha of these scales from 0.55 to 0.83 (e.g., Camilleri, 2007). Job satisfaction Overall job satisfaction will be measured using the measure developed by Cammann, Fichman, Jenkins, and Klesh (1983) as part of the Michigan Organizational Assessment Questionnaire (OAQ). This measure uses three items to describe an employee’s subjective response to work in his or her job and organizations (Fields, 2002).


Coefficient alpha values for this measure ranged from .67 to .95 (Hochwarter, Perrewe, Igalens, & Roussel, 1999; McFarlin & Rice, 1992; McLain, 1995; Pearson, 1991; Sanchez & Brock, 1996; Siegall & McDonald, 1995, as cited in Fields, 2002). Perceptions of Organizational Politics Scale (POPS) POP will be assessed using the items of two dimensions (general political behavior and go along to get ahead) of the 15-item Perceptions of Organizational Politics Scale (POPS) developed by Kacmar and Ferris (1991). This scale assesses employee perceptions of the extent to which a job setting is political in nature including politics in the organization, behavior of supervisors, and actions of co-workers (Fields, 2002). Previous studies (Cropanzano et al., 1997; Kacmar, 1999; Kacmar & Ferris, 1991, as cited in Fields, 2002) have found coefficient alpha values ranging from .87 to .91. Research Procedure Research procedure includes the administration of the questionnaire, data gathering process, data capture, and data analysis. Administration of the Questionnaire The questionnaire will comprise of 56 items including eight socio-demographic variables. Except for socio-demographic variables, responses for all items will be obtained in a 7-point Likert-type scale. Before the administration of the questionnaire, a pilot test will be carried out by administering the questionnaire to 30 prospective respondents. Apart from the 56 items, these respondents will also be asked about the time taken to complete the questionnaires as well as about the ease of understandings of the questionnaire items. Based upon these responses, and a careful analysis of the responses on each item of the questionnaire, it will be decided whether to do a double translation of the questionnaire items or not. Altogether, 1000 questionnaires will be distributed (100 questionnaires in each Ministry) to the prospective respondents. The completed questionnaires will be collected by contacting them personally. Data Processing Each returned questionnaire will be manually screened for missing data. After manual screening, the responses of each individual respondent will be captured into SPSS 16.0 for Windows statistical software. Appropriate coding will be done while capturing the responses. Data Analysis Analysis of data will be carried out using SPSS 16.0 for windows and LISREL 8.8 statistical packages. Initially, after entering data with appropriate coding, the data will be examined for dispersion, central tendency and normality. A reliability analysis for each instrument will be carried out by calculating Crohbach alpha.


Exploratory as well as confirmatory factor analyses will be carried out to test the generalizability of Parry's (1996) original PSM scale to a Nepali context. Descriptive statistics of socio-demographic variables as well as other variables will be calculated. For testing the direct relationship between study variables, correlation coefficients will be calculated. As this method of analysis is not considered to be robust, structural equation modeling (SEM) will be carried out using LISREL 8.8 for Windows to test the hypothesized direct relationships. Moderated multiple regression (MMR) analysis will be used to test the moderating effects of POP on PSM – job satisfaction relationship. According to Aguinis (1995), several independent evaluations conducted over the past four decades indicate that MMR is an appropriate method for detecting the effects of moderator variables. Analysis of variance (ANOVA) will be conducted to find out whether there exists any difference among different group of employees based on demographics on their levels of PSM, job satisfaction, and POP.

Limitations

The purposes of this study are to test the generalizability and instrumentality of Perry's (1996) PSM scale and to delineate the relationships among PSM, job satisfaction, and POP of employees working in Nepali government organizations. This study proposes to utilize cross-sectional survey technique for capturing the responses. The data thus collected may not be free from self-report bias. One shot administration of the questionnaire may not be effective to capture the attitudinal and perceptual variables. A longitudinal study with data collected at different point of time will be more appropriate for this type of study which will not be possible due to time constraints and will be a major limitation of this study. Although, random sampling is essential for increased validity and generalizability of findings, sampling design of this study is not truly random. Nevertheless, efforts will be made to increase the validity and generalizability through purposive sampling while choosing different sectors and stratifying the employees into three strata of hierarchical level.


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