Abstract
Numerous research articles have evaluated the reward preference of public sector employees in terms of the public service motivation (PSM) construct. However, very little research has been done on whether differences in reward preferences exist within a particular sector at the local government level. This research aims to fill this gap by reevaluating the importance of intrinsic and extrinsic rewards to employees in local government as several changes in workforce composition, economic conditions, performance, and accountability have challenged traditional public management approaches and techniques. A case study comprising survey responses from 272 employees of a local government in Mississippi provides data for the analyses. Results reveal that both intrinsic and extrinsic rewards are important to these individuals in their current positions, and these preferences vary due to demographic variables, the employee’s position within the organization, and the individual’s level of PSM.
Sign-in/Register to access full text options 
Free) 
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 call
