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Non-Aligned Performance Management Process Policy
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... NJIT strives to provide an environment where all employees understand the impact their contributions have on the achievement of the university's goals and are provided the ...
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Public service motivation

Public service motivation (PSM) is a theorized attribute of government and NGO employees that provides them with a desire to serve the public. The existence and extent of this service ethic have been examined many times in scholarly literature. PSM is important because it explains why some people choose careers in the government and non-profit sectors despite the potential for more financially lucrative careers in the private sector.Early authors in the field of public administration described differences between public and private employees and concerns over motivating public sector employees. Paul Van Riper described the issue in his 1952 history of the U.S. civil service system. Even Woodrow Wilson's seminal 1882 essay that founded the field of public administration expressed concern over the performance of civil servants. Much of Max Weber's work on bureaucracy focused on similar issues. Kaufman's The Forest Ranger introduced the idea of an organizational culture unique to government employees in the 1960s, which contributed significantly to the field of study.The concept of public service motivation was formalized in the late 1970s and early 1980s by authors like Buchanan, Mosher, Perry, Porter, and Rainey; and the term was actually coined by Perry and Wise in 1990. Since then, it has gained international prominence. PSM varies between employees and it is difficult to generalize the motivations of everyone who works in the public sector. With that said, PSM is an important driver in public sector employment. Furthermore, PSM has also been demonstrated to have a positive impact on job satisfaction in the public sector ""because public sector employment helps satisfy individuals’ prosocial needs"". Crewson argued that a responsive and cost-effective government should acknowledge that failure to properly understand the motivations of public employees may lead in the short term to poor job performance and in the long term to permanent displacement of public service ethic.Matei and Cornea considered that although intrinsic, PSM is influenced by a variety of extrinsic factors (social, political, institutional etc.) and, in time, those factors may lead to a change of the initial PSM of the individual. They showed that if the extrinsic factors that act on the public servant are negative, PSM will influence the behaviour of the individual for a period of time that is smaller than the professional career of that individual. If the extrinsic factors are positive, the PSM can influence the behaviour of the public servant during the entire career. This period of time, when the PSM influence the activity of the individual is a period when the public servant is led by a certain “lyricism of the public service”, an “administrative romanticism”, by the altruistic wish to serve the community, the state, the nation or even the human kind, the inner need to identify the personal actions with the public interest.Among the negative motivators are institutionalized values such as routinization of behaviours and skepticism about the value of the particular bureaucracy's effectiveness in promoting the public good and the budget maximizing and ""empire building"" behaviours described by Downs and Niskanen.
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