Abstract
Several studies over the past two decades have presented varying degrees of evidence that an increased motive to serve the public good is prevalent in the public sector workforce. A widely accepted and measurable construct for public service motivation could have ramifications for public personnel managers in a number of key areas. This paper reviews the current literature on public service motivation (PSM) theory and examines how this desire to make a difference might e harnessed as a motivational force for human resource managers. The prevalence of PSM in the nonprofit sector is also explored as a means of broadening the current public-private dichotomy.
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