Abstract
Public sector organizations, namely governments, are described as “non-productive and inefficient organization”. This negative image of public sector organizations has arisen as a consequence of low public sector organization performance. Public sector performance improvement can be done by manipulating motivational dimensions of public service employee. This research aims to empirically test effect of public service motivation and organizational citizenship behavior (OCB) on organizational performance in the public sector of Indonesia. In addition, this study also focuses on individual factor of motivation, such as job satisfaction and organizational commitment. This paper employed 108 respondents that were sampled using convenient sampling. The result showed that there were positive significant influences of public service motivation and job satisfaction on organizational performance. Unfortunately, this study failed to give a proof that OCB influences organizational performance. Moreover, this study showed that there is differences level of motivational between men and women. On average, women have job satisfaction and public service motivation higher than men. This implies that women more satisfy at work than men, and women more likely to value intrinsic reward than men
Highlights
Public sector organizations, namely governments, are described as “non-productive and inefficient organization”
This study also focuses on individual factor of motivation, such as job satisfaction and organizational commitment
This study showed that there is differences level of motivational between men and women
Summary
Kinerja organisasi merupakan suatu konstruk yang penting dalam penelitian manajemen yang menunjukkan ukuran keberhasilan sebuah organisasi atau perusahaan. Pengukuran dan pendefinisian kinerja organisasional di sektor publik bukanlah hal yang mudah. Kesulitan dalam pengukuran kinerja organisasi publik lebih disebabkan karena konstituen dari organisasi sektor publik yang bermacam-macam, dan masing-masing konstituen memiliki serta menuntut penekanan atau prioritas kinerja yang berbeda-beda. Roger (1994) sebagaimana dikutip oleh Mwita (2000) mendefinisikan kinerja sebagai hasil (outcome) dari sebuah pekerjaan karena mereka memberikan dukungan/kontribusi yang kuat/besar terhadap tujuan strategis organisasi, kepuasan pelanggan dan kontribusi ekonomis. Campbell (1990) sebagaimana dikutip oleh Mwita (2000) mengajukan premis bahwa kinerja (performance) adalah perilaku yang seharusnya dibedakan dari outcome untuk menghindari kontaminasi oleh faktor sistem yang secara nyata tidak dapat dikendalikan oleh performer. Menjadi penting bagi organisasi untuk membedakan outcome, perilaku dan alat pengukuran kinerja.
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