Motivation in Public Management

James L. Perry is Chancellor's Professor in the School of Public and Environmental Affairs (SPEA), Indiana University, Bloomington. He also holds adjunct appointments in Philanthropy and Political Science. He has held faculty appointments at the University of California, Irvine, Chinese University of Hong Kong, University of Wisconsin, Madison, Indiana University-Purdue University Indianapolis, University of Hong Kong, and Yonsei University. He received M.P.A. and Ph.D. degrees from the Maxwell School of Citizenship and Public Affairs at Syracuse University. Perry's research focuses on public service motivation, national and community service, and government reform. He is author and editor of many scholarly articles and books, among them Civic Service: What Difference Does It Make? (Armonk, NY: M.E. Sharpe, 2004), co-authored with Ann Marie Thomson, and Quick Hits for Educating Citizens (Bloomington: Indiana University Press, 2006), co-edited with Steven Jones. Annie Hondeghem is Professor at the Public Management Institute of the Katholieke Universiteit Leuven (KU Leuven). Her research deals with public personnel management, change management, and equal opportunities policies. She is coordinator at the KU.Leuven of the Policy Research Centre "Governmental Organization in Flanders", a research program commissioned by the Flemish government. She is the coordinator of the Public Management Programme, which is an intensive training program for public servants of the federal administration in Belgium. Hondeghem's most recent publications include Competency management in the public sector: European variations on a theme (with Sylvia Horton and David Farnham,2002), Staff participation and and public management reform: Some international comparisons (with Sylvia Horton and David Farnham, 2004) and De Copernicushervorming in perspectief. Veranderingsmanagement in de federale overheid (with Roger Depré).

Editors' Introduction ; PART 1: FOUNDATIONS OF PUBLIC SERVICE MOTIVATION ; 1. History and Persistence of an Idea and an Ideal ; 2. Interdisciplinary Foundations of Public Service Motivation ; 3. Behavioral Dynamics: Institutions, Identities, and Self-regulation ; 4. Methodological Challenges Associated with Public Service Motivation Research ; PART 2: EXPLORING THE ANTECEDENTS, CORRELATES, AND OUTCOMES OF PUBLIC SERVICE ; 5. Antecedents and Correlates of Public Service Motivation ; 6. Recruitment, Attraction, and Selection ; 7. Employee and Organizational Performance ; 8. Public Service Motivation and Ethical Conduct ; 9. Behavior in the Public Square ; PART 3: COMPARATIVE ANALYSES IN PUBLIC SERVICE MOTIVATION ; 10. Not a Government Monopoly: The Private, Nonprofit, and Voluntary Sectors ; 11. International Differences in Public Service Motivation: Comparing Regions Across the World ; PART 4: THE FUTURE OF PUBLIC SERVICE MOTIVATION ; 12. The Normative Model in Decline? Public Service Motivation in the Age of Governance ; 13. From Theory to Practice: Strategies for Applying Public Service Motivation ; 14. Directions for Future Theory and Research