Pride and Performance in the Public Service: Three Asian Cases

Abstract

Introduction In general, the issue of pride in the public service involves both the public and public servants — the general public must be proud of their public service and public employees must feel proud to be associated with it. First, the people’s pride depends on their perception of the public service as it is influenced by leading political figures and the media, their satisfaction with the delivery and quality of various services, and their feeling about the behavior and attitude of public servants. Second, the pride of public employees depends on their own view of the public service in terms of its social status and public respect, their perception of whether the public service serves the greater public cause or narrow business interests, and their appreciation or recognition from the general public. To a large extent, the pride of public employees is shaped by the greater public image and perception of the public service. Third, this sense of pride among public servants has critical implications for the motivation and commitment required by public organizations. According to Perry and Wise (1990: 368–71), among various intrinsic incentives, a major source of motivation among public employees is their pride in participating in broader public policies, serving the greater public interest, and actualizing a sense of patriotism and benevolence. Finally, adequate motivation, because of its impact on public service pride and employee morale, is essential for effective job performance. Beyond the capacity of the public sector in terms of adequate financial, technological, and human resources, its performance greatly depends on the motivation and commitment of its employees based on their sense of pride. On the other hand, the level of public service performance perceived by citizens often shapes the public’s perception of the service, which is crucial for maintaining a sense of pride. Thus, in the public service, pride and performance are mutually interdependent. Given the unprecedented scope and intensity of contemporary reforms in the public service, there is a serious need to evaluate the current status of perform-