Chinese Management Studies

Public service motivation and job satisfaction, organizational citizenship behavior: An

empirical study based on the sample of employees in Guangzhou public sectors
Xiaogang Cun
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Xiaogang Cun, (2012),"Public service motivation and job satisfaction, organizational citizenship behavior",
Chinese Management Studies, Vol. 6 Iss 2 pp. 330 - 340
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CMS
6,2 Public service motivation and job
satisfaction, organizational
citizenship behavior
330
An empirical study based on the sample of
employees in Guangzhou public sectors
Xiaogang Cun
School of Government, Sun Yat-Sen University,
Guangzhou, Peoples Republic of China
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Abstract
Purpose The purpose of this paper is to examine the cause-effect chain between public services
motivation (PSM) and consequences variables, which include organizational citizenship behaviour
(OCB) and job satisfaction ( JS) of employees in the public sector of Guangzhou. Another purpose of the
paper is to discuss the structure of behavior under the Chinese public sectors traditional culture, from
the perspective of integration of three different mechanisms of behavior (ration, norm and affective).
Design/methodology/approach The paper modified the PSM questionnaire, based on Perrys
PSM scale, according to Chinese cultural customs. The data of public service motivation, job
satisfaction and organizational citizenship behavior were collected by randomly sampling from the
employees in the public sector of Guangzhou. Results were obtained through structural equation
modelling for the examination of multiple relationships between PSM and its dimensions, and the
consequences; and ANOVA for testing the difference between groups.
Findings It was found that there are significant differences between groups in the PSM level and
correlations exist between PSM, and JS, OCB.
Originality/value This paper contributes to the literature regarding PSM by examining the
relationship between the dimensions of PSM and the consequence variables of OCB and JS against a
Chinese cultural background. The paper presents the findings as a model to show the dynamics in
these relationships. The integration of three different mechanisms of behavior is novel in the field of
human resource management (HRM). The paper not only contributes to the further development of the
field, but also implies healthier and more sustainable practices in public HRM.
Keywords China, Human resources management, Job satisfaction, Public sector,
Public service motivation, Organizational citizenship behavior
Paper type Research paper

Chinese Management Studies
Vol. 6 No. 2, 2012
pp. 330-340
q Emerald Group Publishing Limited
1750-614X
DOI 10.1108/17506141211236758
I. Introduction
With the enhancement of citizenship consciousness, the transmission of New Public
Management ideas, and traditional stereotyping of employees of public sectors as lazy
and self-interested, the pressure on the government in improving performance from the
public are also increasing. Introduction of effective management techniques and tools
which were tested through trial and error in the private sector into public organizations
to improve performance becomes the main theme of New Public Management.
This research was supported by 985 project of Sun Yat-Sen University. The author would like
to thank the Editor and Zhang Yenming for their helpful comments on this paper.
 Although public management has its particularity and complexity, researchers should Public service
study the issues of public sector work motivation to help the public managers to better and job
motivate employees to work fully in passion and wisdom in the pursuit of public benefit
maximization. For example, Perry and Wise (1990) stated that it is important to get a satisfaction
better understanding of how public service motivation contributes to organizational
commitment and performance.
But with the rapid development of productivity promoted by ICT technology, total 331
social material wealth has increased, the basic needs of human are easily get satisfaction,
high level needs gradually released and became diversified. Use of the most popular
motivation theory based on rational choice hypothesis in the private sector to explain
and predict the behavior of public sector staff seem to have encountered many of
exceptions, especially in the Chinese cultural background characterized by the order of
emotion, principle, rule as it cannot explain the increasing altruistic and pro-social
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behavior in the public sector.

Since the publication of The Motivational Bases of Public Service in 1990, Perry
and Wise put forward the concept of public service motivation (PSM) which expanded
the explanation of human behavior from norm and affective perspectives. Possibly
due to the attraction of greater explanation power, the theory of PSM has received a
great deal of attention since the twenty-first century. Numerous studies have explored
the structure of PSM and dealt with the relationship between PSM and various
outcome variables. PSM has increasingly become a hot topic in the field of Public
Administration. However, until recently, little empirical research has been studied in
China, especially in Chinese public sectors.
Because some literatures reported job satisfaction ( JS) and organizational
citizenship behavior (OCB) can be adopted as the index variables of public sectors
performance. This research adopted questionnaires to collect the data of PSM, JS and
OCB and randomly sampled employees in Guangzhou public sectors. Structural
equation modeling (SEM) and ANOVA were used in the analysis for the above data.
This paper is expected to help managers to increase the level of PSM, and enhance
public performance in a harmonious and scientific way. And this research was granted
by 985 project of Sun Yat-Sen University.

II. Theoretical framework

Most traditional motivation theories were developed on the basis of a rational choice
model. The core assumption of rational choice is that every social action is undertaken
in order to achieve a specific goal and that the costs and benefits of these actions are
calculated on a rational base (Zey, 1998). Even in the simplest case, a rational
person would estimate cost/benefit and select expectation value and maximize
behavior. Thus, this kind of theory posits that utility maximization is the primary
motive.
Shamir (1991) identified five deficiencies of motivation research:
(1) Motivation theory is biased towards the individual, where individuals are
portrayed as rationally maximized.
(2) Motivation theory assumes the importance of clear and specific goals and of
reward-performance expectancies for individual motivation.
(3) Motivation theory fails to specify the behavior to which it applies.
 CMS (4) Motivation theory conceptualization of intrinsic motivation is largely
6,2 task-specific or hedonistic; hence, affective and normative factors are not
given their due importance.
(5) Motivation theory conceptualization of intrinsic motivation excludes values and
moral obligations.

332 The dominative role of rational choice model in the motivation theory covered its
empirical failure phenomenon and hindered the progress of the studies from other
feasible perspectives. Influenced by this type of theory, the motivation system design
in the public sectors tends to choose the unbalanced constraint-oriented type.
Influenced by the Parsons seeds theory, Knoke and Wright-Isak (1982) stated that
social action integrated the spontaneous individual willingness and the collective
consciousness internalized by social norms, and that intangible norms formed by social
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norms determined the goal and path of individual pursuit. They proposed that norms can
be explored as a feasible motivation source. Knoke and Wright-Isak (1982) also put
forward a third base of motivation process, they called it affective restraint, mainly
referring to the origination in the social scene of stimulation emotional response behavior.
Shamir (1991) advocated the motive can be self-expression, that the behavior is not
necessarily goal-driven or for a particular purpose, and may be emotional and to enhance
self-concept. Their framework was consistent with Strykers symbolic interactionism.
Perry (2000) attempts to explain PSM theoretically by using different types of
socialization as highlighted by Shamir (1991) and defines four premises that form the
basis of the so-called alternative theory of motivation:
(1) Rational, normative and affective processes motivate humans.
(2) People are motivated by their self-concepts.
(3) Preferences or values should be endogenous to any theory of motivation.
(4) Preferences are learned in social processes.

The key of PSM theory is to better understand the environmental variables of shaping
individual preferences and needs, and to identify the source and essence of individual
motivation. The motivation environment variables including work characteristics,
organization motivation system and work environment are consistent with the existing
motivation theory, such as Porters theory, etc. Perry stated norms played an important
role in the immediate influence on the individual, so they isolated norms from traditional
motivation theory. PSM theory offers individual characteristics can be imagined as
several unique components, including the near ability to distant self-concept. According
to the essence of self-regulation effect, the behavior of individual can be caused by
logic of consequence, can also be caused by logic of appropriateness. The former is
defined as rational choice behavior, the latter as regulation behavior in PSM theory.
Schwartz also put forward the concept of duty motivation in voluntary work motivation
theory. There is still a lot of voluntary behavior in public organizations, so voluntary
behavioral variables were also introduced into PSM theory.
Perry (1996) in his definition of PSM specifically makes reference to motives,
where motives refer to a sense of psychological needs. Perry (1996) identified these
motives and developed a four dimensional construct:
(1) attraction to policy making;
 (2) commitment to public interest; Public service
(3) compassion; and and job
(4) self-sacrifice. satisfaction
III. Research methodology
This section will provide a description of the sample; the measures applied; and the
data analysis conducted. Two independent samples were used in the study. Data from 333
the first survey (pilot survey) were used for questionnaire validation, reduction, and for
establishing the optimal factor structure of PSM in the Chinese context. Data from the
second survey were used to explore the relationship between PSM, JS and OCB.

3.1 Pilot survey

Pilot survey has been conducted in order to test validity and reliability requirements of
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measurement tools including PSM questionnaire, JS questionnaire and OCB

questionnaire. The survey was conducted in June 2009. In total, 180 permanent
full-time employees in Guangzhou municipal government were selected by randomly
sampling. The participants were given surveys to complete during regular working
hours; 148 surveys were returned, yielding a response rate of 82.2 percent. Among the
respondents, 86 were men and 62 were women.

3.2 PSM questionnaire

Combined with the conceptual structures of each sub-dimension and Chinese habit of
expression, this paper designed PSM questionnaire on the basis of PSM questionnaire
developed by Perry. This questionnaire consists of 28 items. Considering the mean
characteristics of Chinese, all items have been measured with a four-point rating scale,
ranging from definitely agree to definitely disagree.
Preliminary exploratory factor analysis using SPSS 17.0 showed 28 items divided
into three groups of factors. In total, 12 items were gradually deleted on the base of
item content analysis and factor loading (Table I). Finally we keep 16 items with three
sub-dimensions as the PSM questionnaire. We named PSMf1 with six items as public
reason, PSMf2 with five items as public heart and PSMf3 with five items as public
norm. The internal consistency coefficient (a) of PSMf1, PSMf2 and PSMf3 was 0.851,
0.815, 0.719, respectively.

3.3 JS questionnaire
JS questionnaire was made up of six items and designed with a four-point rating scale,
ranging from definitely agree to definitely disagree. Results of EFA showed only one
factor was extracted using principal component analysis, the minimum load factor of
items was 0. 619 (Table II) which means JS questionnaire has better construct validity,
the reliability coefficient (a) was 0.807.

3.4 OCB questionnaire

OCB questionnaire consists four items and designed with a four-point rating scale,
ranging from definitely agree to definitely disagree. Results of EFA showed only one
factor was extracted using principal component analysis, the minimum load factor of
items was 0. 684 (Table III) which means OCB questionnaire has better construct
validity, the reliability coefficient (a) was 0.794.
 CMS
Item Factor
6,2 Component No. loading Item content

PSMf1 (public reason) PSM4 0.845 In the government and other public sector can make your
effort to promote the harmonious development of society
PSM2 0.799 The job of public sector can ensure the social justice
334 PSM3 0.777 Working in public sector can help solve the contradiction of
citizens
PSM1 0.742 Working in public sector can focus on vulnerable groups in
society
PSM5 0.707 As a citizen should choose work for the organization which
can make the greatest contribution
PSM9 0.556 You like policy development work.
PSMf2 (public heart) PSM13 0.809 You are not too concerned about the formulation of public
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policies (reverse)
PSM19 0.750 Patriotic should not include focus on the happiness of
others (reverse)
PSM15 0.746 You are not too concerned about the actions of government
officials (reverse)
PSM16 0.724 You are not too concerned about your community of what
is happening (reverse)
PSM18 0.683 You have always been less sympathy for those who do not
love to help others
PSMf3 (public norm) PSM28 0.807 For public service is the most noble citizen behaviour
PSM24 0.706 To help solve the people around you to appear conflicts are
obligatory responsibility
PSM22 0.653 Whenever I see unfortunate people, it is hard to control my
emotions
Table I. PSM23 0.577 Civil servants should contribute to the society
EFA results of PSM PSM25 0.549 As citizens have the care of those inconvenient peoples
questionnaire obligation

Component Item No. Factor loading Item content

JS JS3 0.792 You pleased with your progress in the promotion

JS2 0.780 You are satisfied with your career success
JS4 0.737 Your work is interesting, will not let you be bored
JS1 0.725 You are very satisfied in the work of the chance to
learn new skills
Table II. JS5 0.620 Your current work is very similar to your ideal work
EFA results of JS JS6 0.619 You will strongly recommend your good friends to
questionnaire chosen to work in your organization

3.5 Sample and design of the second survey sample

The survey was conducted in April 2010. In total, 600 permanent full-time employees in
Guangzhou public sectors were selected by randomly sampling. The participants were
given surveys to complete during regular working hours; 502 surveys were returned, the
overall response rate was 83.6 percent. Among the respondents, 280 were men and
222 were women. The detail information of distribution of demographic variables is
listed in Table IV.
 3.6 Measures Public service
All items, apart from the personal attributes, have been measured with a four-point and job
rating scale, ranging from definitely agree to definitely disagree.
Personal attributes in the study include age, gender, organizational tenure, job satisfaction
grade, and educational level.
PSM, JS and OCB were measured using above questionnaires which were modified
in the Pilot survey. PSM questionnaire consists 16 items, JS questionnaire consists six 335
items, and OCB questionnaire consists four items.
PSM, JS and OCB scores were obtained by calculating the average score for items,
respectively.

3.7 Research hypothesis

H1. There may be significant different level of PSM, JS and OCB between different
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groups.
Because the maturity, stage of career, occupational attitudes are different between
groups, and the differences may lead to the difference of PSM, JS and OCB level:
H2. PSM may significantly affect JS and OCB.
Because the PSM constructs contains the rational public sector career choice, so high
PSM level may lead to high JS; PSM concept contains the ideas of altruism, so high
PSM level may lead to high OCB.

3.8 Data analysis

Preliminary analyses have been conducted in order to test validity requirements. SEM
was used in order to examine the multiple relationships between PSM and its
dimensions, and the consequences; and ANOVA was used for testing the difference
between groups.

IV. The results

4.1 Difference of PSM, JS and OCB between groups
First, the study divided respondents into three different groups according to
organizational tenure, because to some extended organizational tenure represented
work maturity. That is, group 1 representative organizational tenure within 0 and three
years, work maturity also lower; group 2 representative organizational tenure within
three and ten years, work maturity middle; group 3 representative organizational tenure
more than ten years, high maturity. ONEWAY ANOVA using SPSS 17.0 showed there is

Component Item No. Factor loading Item content

OCB OCB1 0.795 We should stop our work on hand to help solve the work
problems of our colleagues
OCB4 0.779 Even in the absence of the requested cases, you will also
help those employees with heavy workload
OCB2 0.661 You will often help new staff to familiar with their work Table III.
OCB3 0.648 You will focus on the latest news from your organization EFA results of OCB
and regulations at any time questionnaire
 CMS
Gender
6,2 Male 280
Female 222
Age
, 25 82
25-30 131
336 31-35 66
36-40 72
41-45 80
46-50 19
51-55 42
. 55 10
Tenure
, 1 year 90
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1-3 66
4-6 85
7-9 19
10-12 34
13-15 38
. 15 104
Education
Junior high school 10
Senior high school/second technical school 13
College 131
Undergraduate 243
Postgraduate 105
Job grade a
3 38
4 63
5 103
6 84
7 46
8 168
Table IV. Notes: aJob grade: code 3 means job grade as in Chinese chu ji; 4/fu chu ji; 5/ke ji; 6/fu ke ji;
Distribution of 7/gu ji; 8/gu ji below; from 3 to 8, the job grade is decreasing; code 3, 4 belong to high grade; code 5,
demographic variables 6 belong to middle grade; code 7, 8 belong to lower grade

no significant difference of OCB and JS between groups, but there are significant
differences of PSM between the groups ( p , 0.05), which the highest of PSM is group 1
(mean for 2.8789), followed by group 3 (2.7684) and group 2 (2.7337).
Second, the study divided respondents into three different groups according to
career stage. Group 1 representative age below 30, which belongs to the exploratory
stage of career; group 2 representative age from 30 to 40, the establishment stage of
career; group 3 representative age beyond 40, the development stage of career. ANOVA
results showed there is no significant difference of JS between groups, but there are
significant differences of PSM and OCB between the groups ( p , 0.05), which the
highest of PSM and OCB is group 3 (2.8552/2.9560), followed by group 1 (2.8399/2.9311)
and group 2 (2.6617/2.8042).
Third, the study divided respondents into three different groups according to job
grade. Group 1 representative job grade as in Chinese chu ji or above, which belongs
 to high grade; group 2 representative job grade as in Chinese ke ji, middle grade; Public service
group 3 representative job grade as in Chinese ke ji below, the lower job grade. and job
ANOVA results showed there is no significant difference of OCB between groups, but
there are significant differences of PSM and JS between the groups ( p , 0.05), which satisfaction
PSM of group 1 and 3 are the same level (2.843/2.815) and higher than group 2 (2.7461),
highest of PSM and OCB is group 3 (2.8552/2.9560); JS of group 3 and 1 are the same
level (2.8659/2.8065) and higher than group 2 (2.6306). 337
Fourth, the study divided respondents into three different groups according to
education level. Group 1 representative education level below college; group 2
representative education level of undergraduate; group 3 representative education level
of postgraduate. ANOVA results showed there is no significant difference of PSM, JS
and OCB between groups.
Finally the study divided respondents into two different groups according to
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gender. Group 1 representative male; group 2 representative female. ANOVA results

showed there is no significant difference of PSM and OCB between groups, but there
are significant differences of JS between the groups ( p , 0.05), which JS of group 1
(2.8263) is higher than group 2 (2.6928).

4.2 The relationships between PSM and JS, OCB

The analysis of SEM using AMOS 17.0 showed that PSMf1 can significantly influence
the JS and OCB, PSMf3 can significantly influence OCB, JS and OCB are relevant
(Figure 1, GFI 0.995).

V. Discussion
The finding of significant differences existing between different groups of maturity
and career stage, which PSM level of group 1 is the highest, can be interpreted that due
to short time in the organization (with low maturity and in the exploratory stage of
career), the newcomer still maintains a high level of enthusiasm, so the level of PSM is
high. That is accordance with our usual experience learned from experience. However,
the survey results indicated with longer organizational tenure the PSM decreases. Is it
because of psychological boredom accompanied by jobs characteristic of procedural
repetition in public sector, or is it due to frustration caused by the perception of red
tape in public sector, further studies are needed to explore the reason why with longer
organizational tenure the PSM decreases. But the finding also at a certain degree

0.23
e1 1 PSMf1
0.54*** 0.11
1
JS ejs
0.06 0.43***
0.32 0.07
0.08 1
e2 PSMf2 0.02
0.17
0.05 1 0.08
OCB eocb Figure 1.
0.15 0.45*** The relationships of PSM,
1
e3 PSMf3 JS and OCB
 CMS illustrates the PSM is not just an endogenous variable, some exogenous factors such as
6,2 organizational characteristics will affect PSM. It is apparent that the organization
should intervene with this group, such as designing a training course about position
significance or adopting job rotation to increase the PSM.
The results that PSM and OCB of the career development stage (above 40 years old)
group are the highest meanwhile there are no significant differences in terms of JS
338 between groups, may be due to the fact that this group has made very clear career path
plans after previous career exploration stage resulting in voluntary organization
selection accompanied with a higher commitment to the organization, and behaviors
characterized by more altruistic (OCB) and higher for PSM.
The phenomenon that the PSM and JS of job grade groups 1 and 3 are higher than
group 2 may be due to the connecting role of middle-level managers resulting in their
energies dispersed and containing altruistic components PSM is lower than the other
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two groups, and the sandwich lower-layer location led to lower level of JS. This
phenomenon is consistent with the finding of satisfaction survey of social strata in
mainland of China, known as the satisfaction of the middle is the minimum, and the
feeling of stress the maximum. The explanation given by most sociologists is that
because the middle is the pillar of society which in turn led to its responsibilities,
pressure, but corresponding social welfare is scarcer, so satisfaction is low. The
consistency between micro-level organizations and social phenomena is coincidence or
there is an inherent logic that needs further studies to confirm.
Between men and women groups in PSM and OCB there is no significant difference,
but in JS aspect there exists significant difference. Perhaps, it reflects the feature of
male priority in public sector, which leads to limited opportunity of career development
for women, making the JS level of women lower than mens group. As we all know,
traditional Chinese culture on the role of women in general is more demands in family
than in career. This stereotype effect more or less makes women suffer from a certain
degree of discriminations in jobs and opportunities for promotion, etc. But any practice
of the public sector always has some demonstration effect on the society, so it should
adjust some human resources management policies to promote all kinds of
organizations equality between men and women.
The results showed that PSM significantly influenced JS and OCB. PSMf1 (public
reason) will significantly affect the JS and OCB. This can be interpreted as a rational
choice for the public sector to better serve public service personnel in career choices
and professional preparation, resulting increased JS and OCB. This is also a reminder
that in recruitment and selection of public sector employees, consideration of PSM level
assessment and priority applicant of high PSM level; PSMf3 (public norm) significantly
affects the OCB, which complying with the public norm will consciously appear
altruistic OCB. The results show that although the public sector cannot make full use
of the monetary rewards, can consider using such as norm construction, organizational
atmosphere cultivation, etc. to affect or induce employee appear positive behavior.
JS and OCB show a certain degree of correlation, and our results are basically same
with the previous relevant research results.

VI. Conclusion
Clear path for future development and a high level of commitment to the organization lead
to PSM and OCB level of career development stage group is highest. Although maturity
 of newcomers is relatively lower, their work enthusiasm level still remains higher and Public service
showed higher levels of PSM. and job
High, middle, and grassroots PSM and JS distribution are in the middle of the
u-shaped, namely PSM and JS minimum. This may be due to the middle managers in satisfaction
the special position in the transitional; in JS aspect between men and women there exist
significant differences, a degree of which explains the development of women for
public sector opportunities and career dissatisfaction. 339
Since many studies have shown that JS and OCB are important indicators of public
performance, this studys results show that PSM significantly influenced JS and OCB.
It hints that we should explore ways of improving PSM, for instance, adding PSM
assessment in selection to select those with high levels PSM into public sectors on the
basis of KSAOs requirements; designing multiple training programs to improve
employees recognition of public values, etc.
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Further reading
Bram, S. (2008), Person-environment fit and public service motivation, International Public
Management Journal, Vol. 11 No. 1, pp. 13-27.
Brewer, G.A., Selden, S.C. and Facer, Rex L. II (2000), Individual conceptions of public service
motivation, Public Administration Review, Vol. 60 No. 3, pp. 254-64.
Bright, L. (2005), Public employees with high levels of public service motivation-who are they,
and what do they want?, Review of Public Personnel Administration, Vol. 25 No. 2,
pp. 138-54.
Bright, L. (2007), Does person-organization fit mediate the relationship between public service
motivation and the job performance of public employees?, Review of Public Personnel
Administration, Vol. 27 No. 4, p. 361.
Bright, L. (2008), Does public service motivation really make a difference on the job satisfaction
and turnover intentions of public employees?, The American Review of Public
Administration, Vol. 38 No. 2, pp. 149-66.
Camilleri, E., Beatrice, I.J.M. and Heijden, V. (2007), Organizational commitment, public service
motivation, and performance within the public sector, Public Performance & Management
Review, Vol. 31 No. 2, pp. 241-74.
Houston, D.J. (2000), Public-service motivation: a multivariate test, Journal of Public
Administration Research and Theory, Vol. 10 No. 4, pp. 713-28.
 CMS Ingraham, P.W. (1993), Of pigs in pokes and policy diffusion: another look at
pay-for-performance, Public Administration Review, Vol. 53 No. 4, pp. 348-56.
6,2 Kim, S. (2004), Individual-level factors and organizational performance in government
organizations, Journal of Public Administration Research and Theory, Vol. 15 No. 2,
pp. 245-61.
Lewis, G.B. and Alonso, P. (2001), Public service motivation and job performance: evidence from
340 the federal sector, The American Review of Public Administration, Vol. 31 No. 4,
pp. 363-80.
Naff, K.C. and Crum, J. (1999), Working for America: does public service motivation make a
difference?, Review of Public Personnel Administration, Vol. 19 No. 4, pp. 5-16.
Perry, J.L. (1997), Antecedents of public service motivation, Journal of Public Administration
Research and Theory, Vol. 7 No. 2, pp. 181-97.
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About the author

Xiaogang Cun (PhD) is an Assistant Professor in the School of Government at Sun Yat-Sen
University, PRC. His research interests are in the fields of human resource management and
organisational behaviour. Xiaogang Cun can be contacted at: cunxiaogang@hotmail.com

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