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 ones 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

Public Service Motivation - 2

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 Perrys dimensions of PSM
are not neatly reproduced since Perrys 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 Steijns (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?

Public Service Motivation - 3

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

Public Service Motivation - 4

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

Public Service Motivation - 5

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 individuals attribution to
behaviors of self-serving intent, and is defined as an individuals 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 ones 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 peoples feelings about the
rewards they have received on the job (Chen & Silverthrone, 2008). This study will utilize
Lockes (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 Crums (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.

Public Service Motivation - 6

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.

Perceptions of
Organizational
Politics (POP)

Socio demographic
Variables

Age
Gender
Education
Tenure
Employme
nt Sector

Public Service
Motivation
(PSM)

Job
Satisfaction

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.

Public Service Motivation - 7

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.

Public Service Motivation - 8

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 Perrys (1996) 24-item scale. This scale has four subscales 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 employees subjective
response to work in his or her job and organizations (Fields, 2002).

Public Service Motivation - 9

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.

Public Service Motivation - 10

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.

Public Service Motivation - 11

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