Limitations of public service motivation on job satisfaction in the public sector

The challenges of motivating public service employees

Topic: Is It Possible to Motivate Workers in a Manner That Increases Job Satisfaction in the Public Sector? This is the topic The written part is the pro for this topic. And i want you to write the con for this topic. The cons of what's written in this paragraph. No point forms. It should be a well written paragraph, I have included the references for this topic. please read the paragraph and write a detail con. Bradley E. Wright. (2007). Public Service and Motivation: Does Mission Matter? Public Administration Review, 67(1), 54–64. x Kjeldsen, A. M. (2014). Dynamics of Public Service Motivation: Attraction–Selection and Socialization in the Production and Regulation of Social Services. Public Administration Review, 74(1), 101–112.  Public service employees have greater levels of public service motivation than the private sector because they feel like they are making a greater contribution to society and they are helping the general public. In comparing the differences between the public and private sectors, there are numerous dissimilarities between the two. Especially in the public sector, it is imperative to keep the individuals motivated in a manner that increases job satisfaction. One of the ways this can be accomplished is by putting individuals in a position to succeed based on their personality and strengths. According to Anne Mette Kjeldson (2014), people who enter the workforce in the public sector are inspired by providing care for the general public and being devoted to bettering the community as a whole (pg. 103). Therefore, it is imperative that the representatives in the public sector have missions and objectives assigned to them that involve genuine and wholesome change throughout their region. Part of the responsibility relies on upper management conducting thorough research to determine who is best suited for their respected positions. For example, if the Government of Canada was to hire a new member for the Department of Finance, it would be vital to conduct a thorough interview which includes knowledge of a variety of taxation subjects, understanding how policies work, and a comprehensive mastery of the external environment. Equally importantly, a personality test should be required to determine if the candidate is properly suited for the position. From an employer standpoint, it should also be acknowledged that Bruce Buchanan (1975) implies that motivation in the public service declines when there is a strict regime of rules in place (Kjeldson, 2014, pg. 104). Therefore, the old-school regime of forcing individuals to accomplish certain tasks should not be enforced. Of course, it is important to have policies and procedures in place for any work environment. However, there needs to be an efficient balance which allows individuals to use their personality traits of loyalty and compassion to accomplish key objectives. To build a stable work environment, it is vital that individuals are happy with the situations that they are placed in. Barker and Mau (2017) discuss the theory of Maslow’s Hierarchy of Needs which are the basic needs that every individual needs to feel motivated. Included in this, is self-actualization which is listed to allow people to feel like they are accomplishing the objectives that they are passionate about (pg. 56). Self-actualization is an important aspect of living that every individual needs in order to fulfill self-happiness. Therefore, the priority in any work environment should be ensuring that all members are satisfied with the work provided to them. Some individuals may assume that financial incentives would be an efficient way to motivate public workers. However, this does not appear to be the case. In an article from Bradley E. Wright (2007), it is stated that “Public sector employees have repeatedly been found to place a lower value on financial rewards and a higher value on helping others (public service) than their private sector counterparts” (Boyne 2002; Wright 2001). While this may differ in some ways for every individual, it appears that having the privilege to serve the community in a positive way is more important than financial wealth. Therefore, allowing individuals in the private sector to express their true personalities and assist others through their work appears to be a high priority for these representatives. Going forward, it would be beneficial if organizations in the public sector could sit down collectively to determine a plan that works most efficiently. For this to work effectively, it would be imperative that the upper management who makes these decisions takes into consideration the feelings and thoughts of all parties involved in their respected workplaces. Bradley E. Wright. (2007). Public Service and Motivation: Does Mission Matter? Public Administration Review, 67(1), 54–64 Kjeldsen, A. M. (2014). Dynamics of Public Service Motivation: Attraction–Selection and Socialization in the Production and Regulation of Social Services. Public Administration Review, 74(1), 101–11