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Do Trust and Culture Matter for Public Service Motivation Development? Evidence From Public Sector Employees in Korea.
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- Author(s): Lee, Hyo Joo; Oh, Hyun Gyu; Park, Sung Min
- Source:
Public Personnel Management. Jun2020, Vol. 49 Issue 2, p290-323. 34p. - Source:
- Additional Information
- Subject Terms: CONCEPTUAL structures; CORPORATE culture; STATISTICAL correlation; FACTOR analysis; INTERPERSONAL relations; INTERVIEWING; MOTIVATION (Psychology); PUBLIC health administration; PUBLIC officers; REGRESSION analysis; RELIABILITY (Personality trait); RESEARCH; TRUST; EVIDENCE-based medicine; QUALITATIVE research; PROFESSIONAL practice; PUBLIC sector; MULTIPLE regression analysis; QUANTITATIVE research; DESCRIPTIVE statistics
- Subject Terms:
- Abstract: Ethical values and performance have gained importance in the Korean public sector because of the new public management wave and social issues such as corruption. This study examines how the effects of types of organizational culture, such as performance-driven culture and ethics-driven culture, serve as the antecedents of public service motivation (PSM) among central government agencies, public enterprises, and executive agencies in Korea. Furthermore, it investigates how trust in top management affects PSM and how organizational culture moderates this relationship. A survey of 1,216 Korean public employees and seven focus group interviews show that trust in management strongly predicts PSM. Performance-driven culture is positively and significantly associated with norm-based PSM and affective PSM, and ethics-driven culture predicts rational PSM. The moderating effects of organizational culture differ by PSM dimension. [ABSTRACT FROM AUTHOR]
- Abstract: Copyright of Public Personnel Management is the property of Sage Publications Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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