Employees without a cause : the motivational effects of prosocial impact in public service
By: GRANT, Adam M
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ArticlePublisher: Philadelphia, PA : Routledge, March 2008International Public Management Journal 11, 1, p. 48-66Abstract: Public service employees often lack opportunities to see the prosocial impact of their jobshow their efforts make a difference in other people's lives. Drawing on recent job design theory and research, I tested the hypothesis that the motivation of public service employees can be enhanced by connecting them to their prosocial impact. In a longitudinal quasi-experiment, a group of fundraising callers serving a public university met a fellowship student who benefited from the funds raised by the organization. A full month later, these callers increased significantly in the number of pledges and the amount of donation money that they obtained, whereas callers in a control group did not change on these measures. I discuss the implications of these results for theory, research, and practice related to work motivation in public service
Public service employees often lack opportunities to see the prosocial impact of their jobshow their efforts make a difference in other people's lives. Drawing on recent job design theory and research, I tested the hypothesis that the motivation of public service employees can be enhanced by connecting them to their prosocial impact. In a longitudinal quasi-experiment, a group of fundraising callers serving a public university met a fellowship student who benefited from the funds raised by the organization. A full month later, these callers increased significantly in the number of pledges and the amount of donation money that they obtained, whereas callers in a control group did not change on these measures. I discuss the implications of these results for theory, research, and practice related to work motivation in public service
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