The chapter makes two arguments. First, the work done in public institutions is meaningful to employees simply because of the organization's publicness. In democracies, governments and public institutions are entrusted to make rules, provide public goods, and oversee common-pool resources. The chapter suggests that workers in public organizations find their jobs to be socially valuable and are motivated by the impact of their daily activities on society at large. The second argument advanced by the chapter is that public organizations can use a number of tools to leverage the meaningfulness of public work. Organizations can design work that creates direct contact between public employees and beneficiaries or alternatively use self-administered interventions to connect employees to beneficiaries. Job crafting is then discussed as a means to improve the meaningfulness of public sector work, and several considerations for public sector job crafting are discussed. The chapter concludes with a discussion of career counseling as a tool for helping public workers fulfill their perceived calling.

The chapter adds to the discussion from chapter two by analyzing the roles of leaders and their ability to unleash the power of public service. The theoretical foundation for the role of leaders as visionaries and architects is examined and is complemented by a discussion of relevant empirical research. The chapter then follows two general paths to enhancing pubic service motivation through leadership. First, leaders should clearly articulate mission and vision, strengthening employee mission valence and helping them to achieve their aspirations. Further, leaders should develop leadership styles that inspire followers. Leadership styles should be authentic, but leaders can also develop their personal capacities to embrace optimal leadership strategies. Incorporating the principles of servant leadership by putting followers first and developing charisma are discussed as ways to build means-ends awareness. Leadership styles should be based around effective communication – communication that acknowledges the worth and collective efficacy of followers.

The chapter introduces core concepts to be explored throughout the book. The chapter begins by discussing the recent growth in public service motivation research and growth in related intellectual capital. In addition to a growth in research, more practical applications for examining public service values and motivations have emerged. The chapter subsequently addresses the continuing pressure being placed on traditional service systems. In the face of warnings about long-term mismanagement of human capital, governments around the world are under pressure. The chapter then outlines factors that tend to allow civil service systems to persist. Operating rules, which have rational origins as solutions to perceived problems, sensitize actors to values. The evolution of motivation is then discussed, with special attention towards New Public Management, contracting out, agentification, and high-powered incentives. Public service motivation is then proposed to be a foundation for reform. A comprehensive, coherent, evidence-based argument is outlined. The chapter concludes with a description of the organization of the book.

The chapter focuses on attracting individuals whose predispositions will create a foundation for high quality service to citizens. Arguing for public organizations to attract individuals with high public service motivations means that merit, which has traditionally been associated with competence alone, would be defined more broadly, to include service predispositions. This chapter identifies methods for attracting and selecting high public service motivation staff. Among the methods are for public leaders to develop compelling organizational images and to advertize to appeal to prospects' commitments to making a difference. Public organizations should also screen in applicants with high public service motivation (or similar attributes) and screen out prospects whose motivations are likely to crowd out intrinsic or prosocial motivations.

The chapter complements the discussion of attracting high public service motivation staff in chapter 3 by discussing how to provide opportunities for new employees to learn public service motivation and organizational public service values. The chapter begins with the benefits of employee socialization, which include increased integration of staff and organizational public service values, increased member-organizational fit, increased autonomy of member behavior, and increased mission valence and work effort. The chapter discusses the rationales for socializing employees, the impact of socialization and organizational outcomes, and the prevalence of socialization in public service motivation research. The chapter argues that employee needs and values require continuous attention and recommends strategies for tending to employee needs. The chapter concludes by examining strategies for socializing staff to public service values. Onboarding processes should be designed to align organizational and employee public service values from before an employee's first day beyond their first year. Creating effective mentoring partnerships and programs helps to reinforce public service values.

The chapter synthesizes research on compensation and motivation, identifying compensation strategies to optimize outcomes in public organizations. While public service motivation is most closely linked with performance-based pay in research, other facets of compensation policy are relevant to public service motivation. The chapter outlines these other facets and discusses specific strategies to improve outcomes through compensation. First, the chapter argues for the use of total compensation for benchmark comparisons to control the extrinsic-to-intrinsic reward ratio. The chapter subsequently discusses base pay, different base pay schemes like alternative wages and efficiency wages, and strategies to maximize the value of these schemes. Next, mobility systems, like pay for ability, skills, and performance, are discussed. The chapter discusses the viability of the contest and tournament models and makes other recommendations for mobility systems. Penultimately, the chapter discusses incentives, motivation crowding and recommends that governments avoid high-power incentives that crowd-out public service motivation. The chapter concludes with a discussion of position classification.

The chapter examines key theories driving public service motivation research. After discussing the origins of public service motivation, the discussion in chapter 2 is broken into three broad categories: theories related to predisposition-opportunity theory, theories related to self-determination theory, and theories related to goal-setting theory. First, the discussion related to predisposition-opportunity theory aims to answer the question of why people contribute different levels of personal resources to organizations. Predisposition-opportunity theory is then compared to attraction-selection-attrition theory and person-fit theory, and empirical research is examined. Second, self-determination theory adds to the discussion by positing that resource contributions can be explained by psychological needs and motivations. Commonalities between self-determination theory and public service motivation are analyzed before empirical research on motivation-crowding theory is discussed. Third, goal theory contends that differences in motivation and performance can be explained by differences in goals. Chapter 2 concludes with a discussion of the use of mission valence as a proxy for goals.

The chapter concludes the book by synthesizing key arguments from previous chapters and making comprehensive arguments about redesigning civil service systems. Previous chapters are examined to question if prior analysis was too optimistic. The chapter discusses processes for advancing the civil service reform agenda, including leveraging small wins to achieve incremental change and aiming for comprehensive reforms. Two examples of navigating comprehensive change, Georgia and South Africa, are discussed. Finally, research surrounding the integration of public service motivation and civil service reform is reviewed. An analysis of systematic programs of field experiments and macro-research about variations in national performance precedes a discussion of the dark side of public service motivation. The chapter concludes with a call for further scholarly scrutiny of public service motivation-related policies to be supplemented with real-world experimentation.

The chapter examines attributes of public work environments that lead employees to develop ties to an organization's values. Empirical research indicates a supportive work environment is critical to sustaining public service motivation. Institutional arrangements promote employees’ basic psychological needs and create conditions for common pool resources. The chapter discusses two strategies for reinforcing supportive work environments: creating learning and growth opportunities and balancing job security and performance. Possibly the biggest key to promoting personal growth is creating opportunities for employee growth and learning throughout a career. Leadership development programs could also be offered to employees up and down the hierarchy. Finally, organizations should pay attention to subjective career success, ensuring that employees feel they are fulfilling their purpose in life. The chapter then examines strategies for developing organizational norms that balance job security with performance, including balancing performance and property rights, improving performance management systems and performance appraisals, and utilizing performance-based reductions in force.