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| 001 | 8071417344510 | ||
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| 005 | 20190211163943.0 | ||
| 008 | 080714s2008 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aGRANT, Adam M _934939 |
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| 245 | 1 | 0 |
_aEmployees without a cause : _bthe motivational effects of prosocial impact in public service |
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_aPhiladelphia, PA : _bRoutledge, _cMarch 2008 |
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| 520 | 3 | _aPublic service employees often lack opportunities to see the prosocial impact of their jobs—how 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 | |
| 773 | 0 | 8 |
_tInternational Public Management Journal _g11, 1, p. 48-66 _dPhiladelphia, PA : Routledge, March 2008 _xISSN 10967494 _w |
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_a20080714 _b1734^b _cTiago |
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_a20081013 _b1138^b _cZailton |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26993 _d26993 |
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| 041 | _aeng | ||