Abstract
The nascent scholarship on public service motivation (PSM) and ethics exhibits mixed findings. This research article aims to describe and relate the current landscape of findings in this arena and to conduct an experiment that addresses design weaknesses that may explain some past null findings. Using a national sample of college-age respondents, we found that although self-reported PSM was positively correlated with ethical intentions, prosocial priming did not increase ethical intentions or behavior. We contextualize these findings in terms of previous studies, to inform our understanding of the efficacy of prosocial interventions. While our research suggests that self-reported PSM can predict, if not influence, ethical intention, we are unable to make conclusions about PSM’s effects on ethical behavior. Second, similar to past studies, we are not able to confirm specific mechanisms or interventions that might be used to increase ethical behavior or intentions.
Highlights
The nascent scholarship on public service motivation (PSM) and ethics exhibits mixed findings
To test the effectiveness of the prosocial intervention, we first look at its effects on our measure of ethical behavior
While we found no evidence that the prosocial condition increased ethical intentions or prosocial values-often thought to be associated with ethical behavior--it is worth noting that self-reported PSM is significantly correlated (p < 0.05) with measures of ethical intentions (Table 1)
Summary
The nascent scholarship on public service motivation (PSM) and ethics exhibits mixed findings. Using a national sample of college-age respondents, we found that self-reported PSM was positively correlated with ethical intentions, prosocial priming did not increase ethical intentions or behavior. We contextualize these findings in terms of previous studies, to inform our understanding of the efficacy of prosocial interventions. Vby organizations and supervisors to increase desired outcomes In this latter theme, three general strategies have emerged. An organization can increase the positive outcomes associated with PSM by 1) recruiting employees with higher PSM levels or taking steps to either 2) cultivate (re increase), or 3) activate existing employee public service motivations. Many have called for the use of experimental and quasi-experimental designs that can produce stronger evidence on whether PSM can change over time and how public managers can use PSM to influence organizational behavior (Bozeman & Su, 2015; Prebble, 2016; Wright & Grant, 2010)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
