Advisor Information
Dr. Gary Marshall
Location
MBSC 308
Presentation Type
Oral Presentation
Start Date
6-3-2020 10:30 AM
End Date
6-3-2020 11:45 AM
Abstract
This study explores the distinctions between public service motivation and the calling to public service and, specifically, how public servants describe these concepts. Using the calling and public service motivation framework put forth by Thompson and Christensen (2018), 31 semi-structured interviews were conducted with city government employees in the Omaha, Nebraska metro area. Findings indicate that the majority of participants identify with the ideas of both public service motivation and calling. In particular, findings suggest that the intensity, inevitability, and process of discovery dimensions are especially interesting in understanding how public servants describe public service motivation and calling. This research provides evidence that the concepts of public service motivation and calling are complementary, indicating that, when taken together, these concepts can strengthen and enrich public management research and practice.
Identifying the Call to Public Service: Exploring the Relationship between Public Service Motivation and Calling
MBSC 308
This study explores the distinctions between public service motivation and the calling to public service and, specifically, how public servants describe these concepts. Using the calling and public service motivation framework put forth by Thompson and Christensen (2018), 31 semi-structured interviews were conducted with city government employees in the Omaha, Nebraska metro area. Findings indicate that the majority of participants identify with the ideas of both public service motivation and calling. In particular, findings suggest that the intensity, inevitability, and process of discovery dimensions are especially interesting in understanding how public servants describe public service motivation and calling. This research provides evidence that the concepts of public service motivation and calling are complementary, indicating that, when taken together, these concepts can strengthen and enrich public management research and practice.