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An exploratory study of workplace An

institutional
spirituality and employee perspective on
well-being affecting PSM

public service motivation: 209

an institutional perspective Received 13 July 2021
Revised 17 October 2021
Sobia Hassan Accepted 17 October 2021

Department of Public Administration, Lahore College for Women University, Lahore,

Pakistan, and
Nighat Ansari and Ali Rehman
Institute of Administrative Sciences, University of the Punjab, Lahore, Pakistan

Abstract
Purpose – The present study aimed to find out the relationship of public service motivation (PSM) with other
positive aspects, that is workplace spirituality and employee well-being among academic staff of public sector
higher education institutions.
Design/methodology/approach – In order to capture the full picture of the institutional factors that may
be responsible for initiating and improving public service motivation among employees, 23 interviews
were carried out with employees placed in leadership positions in the public sector universities. The data
were qualitatively analyzed through NVivo 12 to gain institutional perspective regarding various
organizational factors that could influence
PSM. Findings – The finding of this study elaborates that, although PSM is a personal attribute of the
individual, there are many other organizational factors that exert a substantial effect in promoting PSM.
The results of qualitative data also affirmed a significant relationship between PSM and workplace
spirituality (a type of organizational culture) and the influence of employee well-being in improving the
motivation of public employees towards service provision.
Research limitations/implications – The data were collected from the specific population that is academic
staff of public sector universities which limits the generalizability of the results.
Practical implications – PSM is a vital concept in public organizations where individuals must understand
and focus on public concerns to improve the quality of public service. Therefore, public sector
organizations faced the challenge of nurturing an organizational culture in which selfless public service
becomes the norm and individuals are driven by the effective accomplishments of their services. Therefore, an
organization that is highly oriented towards spirituality likely to improve employee well-being, which is a
challenging and important concept in organizations in promoting PSM among employees.
Originality/value – This study is unique in terms of identifying workplace spirituality and employee well-
being as organizational influencers in promoting PSM among employees.
Keywords Public service motivation, Employee well-being, Workplace spirituality, Public sector, Higher
education institutions
Paper type Research paper

Introduction
PSM is a concept that relates to all public sector employees and organizations. It is a
desire that motivates individuals to serve the public, community and the society. The
PSM scale

Funding: The author(s) received no financial support for the research, authorship and/or publication of
this article. Qualitative Research Journal
Vol. 22 No. 2, 2022
This research article is part of the first author’s doctoral thesis. pp. 209-235
Declaration of Conflicting Interests: The author(s) declared no potential conflicts of interest with © Emerald Publishing Limited
1443-9883
respect to the research, authorship and/or publication of this article. DOI 10.1108/QRJ-07-2021-0078
QRJ (Perry, 1996) is based on the behaviors and actions associated with the four facets of
22,2 “attraction to public policy”, “Commitment to the public interest”, “compassion” and “self-
sacrifice”. Employees having PSM attribute exhibit pro-social behavior and want to act for
the benefit of others by delivering efficient public services (Perry et al., 2008). The motivation
of public employees is, therefore, a fundamental element in the functioning of public service
organizations since it improves their capacities for the effective and efficient provision of
210 public services. In fact, it is asserted that without motivated employees, the provision of
public services is not even possible. Public employees are evidently more prone towards
intrinsic rewards and valued more for serving others and doing work that is beneficial to
society (Crewson, 1997; Houston, 2000; Rainey, 1982).
In relation to the institutional theory, “Public Service Motivation” must be studied in a
contextual context (Giauque et al., 2011) and differs across countries (Kim et al., 2013).
Numerous researchers affirmed that PSM is a concept that has changed over time (Kjeldsen,
2014; Liu and Perry, 2016) and is not a constant characteristic of individuals but rather a
variable state that is in continuous integration with institutions. The present study has
attempted to examine PSM as an outcome in the context of organizations from an
institutional perspective in order to gain information on the enablers and influencers of this
positive attribute.
PSM has been investigated as an antecedent (Perry, 1997), and there has also been a large
body of research signifying that PSM influences various outcomes. It turns out that PSM can
be investigated in multiple contextual and sociocultural settings. These factors are known as
institutional influences. Perry and Vandenabeele (2008, p. 5) have elaborated that
“institutions can be understood as social structures infused with values and rules. These
values and rules are embedded across societies in religion, family and other social structures”.
Moreover, Moynihan et al. (2013) affirm that PSM “should never be seen apart from its
institutional environment” (p. 289). This significance of investigating the influence on PSM
can be further recognized from the theoretical view of the institutional perspective of PSM.
According to Perry (2000), institutions shape individual beliefs and behavior through the
logic of reasoning in people’s minds, which ultimately develop PSM. PSM is possibly created
by socio-historical factors such as parents, religion and education, but it is also influenced by
other organizational factors and the environment in which employees are placed. It appears
that the motivation of public employees to serve is based not only on the socio-historical
background of the employees but also on the organizational environment in which they are
placed. In this way, institutions not only shape the administrative behavior of public
employees but also change their fundamental approach to the value of public service
(Moynihan and Pandey, 2007). Individuals construct beliefs and behaviors that seem
appropriate considering their environment and the behavioral norms of those around them.
Therefore, it is stated that the beliefs of public employees about public service depend, at
least in part, on the nature of the organizations in which they work and, therefore, the
identification of the organizational factors that influence PSM constitutes an important
area of research.
Ideas of “transcendence” and “compassion” for others are also examined to be more
prominent in public sector employees and focus more on “interconnectedness” and
“meaningful life” in public service (Houston and Cartwright, 2007), which is related to
workplace spirituality. Academics and researchers in the discipline of management have
shown great interest in investigating spirituality in the workplace, its concept and its
influence on employees and organizations (Crossman, 2016). There have been various
definitions of workplace spirituality, but all agreed that it is connectedness in the workplace.
Spirituality in the workplace has been linked to a deep value of organizational work that
creates a sense of accomplishment in employees and results in driving their moral and
committed behavior (Wainaina et al., 2014). Most employees search a meaningful work
environment that offers a sense of connection, ensuring workplace spirituality as a dynamic
element of organizational success. Consequently, spirituality encourages individuals to seek
meaning in life and in the workplace (Krishnakumar and Neck, 2002). An
Mehta and Joshi (2000) have elaborated that workplace spirituality plays a key role in institutional
creating, understanding and emerging a positive organizational culture by enhancing perspective on
employee motivation. It comes with the connection of both the heart and mind and creates PSM
inner meaning and the motivation for action to develop inner peace with the natural desire to
support others grows and learns. The experience of being passionate and energizing, finding
211
the meaning and purpose of work, the feeling of accomplishment and connection with others
at work determines the spirit at work (Kinjerski and Skrypnek, 2004).
Despite the wide-ranging literature on the practice of workplace spirituality in the
corporate sector, there is still a dearth of studies investigating the phenomenon in the public
sector (Farmer et al., 2019). Houston and Cartwright (2007) have found in their research that
individuals in the public service are more persuaded towards spirituality in the workplace
due to their commitment to serving the public compared to individuals who deliver services in
non-public organizations which implies an association between spirituality and PSM in
public organizations. Organizational culture with a high level of spirituality has been
shown to have a positive effect on employee motivation. Organizations that value
workplace spirituality provide a compassionate, meaningful and sustainable work
environment for their employees, so that the employees can be more productive, engaged
and satisfied and perform at their best in achieving organizational goals (Chawla and
Guda, 2010).
Workplace spirituality appears to be a very vital and critical factor for employee
engagement and well-being in the workplace (Campbell and Hwa, 2014). Workplace
spirituality has gained a significant attention in the field of management, work environment,
leadership and among employee and organizational studies (Badrinarayanan and
Madhavaram, 2008) and has been documented as a vital factor in employees and their
well-being (Clark et al., 2007). Spirituality in the workplace improves the quality of life,
performance and well-being of employees (Karakas, 2010). Work can create physical
stress that can even result in physical illness and/or mental disorders that leads to depression
and anxiety. Spirituality in the workplace has been shown to be a cure for such job
pressures (Neal, 2000).
Organizations with a spiritual culture are oriented towards social responsibility and
community service. It promotes the well-being, self-fulfillment and originality of employees.
In addition, emphasis is placed on employee participation and common values such as
fairness, impartiality and trust in the workplace (Uhrich, 2001), which can ultimately lead to a
sense of well-being. Employee physical and mental health, advanced growth and
improved self-esteem are common among the broad benefits of spiritual culture (Krahnke et
al., 2003). Spirituality in the workplace can play an important role in creating happiness
among individuals in the long-term and helps create genuine and lasting happiness based
on meanings, belonging and gratitude (Mahipalan and Sheena, 2019).
Employees spend a substantial amount of time in the workplace and the employer
must promote their well-being (Harter et al., 2002) as promoting employee well-being at
work ensures a happy and healthy staff (Cooper and Robertson, 2001). Currie (2001) suggests
a safe and stress-free environment for employees to ensure their physical and mental well-
being. Similarly, Bakke (2005) relates the work environment to the well-being of
employees, suggesting that the environment should encourage employees to prosper and
reach their full potential and to improve their well-being, the spirituality of the workplace
is considered of utmost concern among organizations and communities (Krishnakumar
and Neck, 2002). In this view, Hern´andez L´opez et al. (2009) have argued that the
environment of an organization promotes spirituality in the workplace; it does not happen
independently without the influence of the environment, and if the work environment is
conducive to spirituality, it will improve the well-being of employees.
QRJ Van Loon et al. (2015) linked the type of organization with public service motivation
22,2 and employee well-being, which implies that the PSM depends on the institutional logic
because not all public organizations have the same objective. However, the context in
which an employee performs seems to be influencing work behavior and attitudes (Scott,
2013). Workplace spirituality is a contextualized phenomenon in the organization but deeply
rooted in broader social systems (by implications) and enhances the well-being of the
212 individual as a member of society. Spirituality in the workplace also has a strong
connection with the
affiliation in public service occupations, yet the spiritual basis of public service has been
largely overlooked in public management scholarship (Houston and Cartwright, 2007).

Research objective
In order to capture the complete picture of the institutional factors that can be responsible for
initiating and improving PSM among employees, it was also deemed appropriate to acquire
the perceptions of employees (senior management/leadership including, VCs, HODs, deans
and directors) working in these institutions with their views on the variables of interest. The
research question for the present study is:
RQ1. What is the institutional perspective on PSM, workplace spirituality and employee
well-being with respect to the organizational factors that are considered to
influence PSM?

Literature review
Public service motivation
The concept of PSM emerged in the early 1980s to explain the diverse reward preference
between managers in the public and private sectors (Rainey, 1982). Later, Perry and Wise
(1990) were the first to define the concept of PSM and formalize it as “an individual’s
predisposition to respond to motives grounded primarily or uniquely in public institutions
and organizations ” (p. 368).
In the last two decades, research on PSM has grown significantly (Ritz et al., 2016). People
with a high level of PSM may renounce their own interests for the good of society and
risk their own safety to help another person (Dilulio, 1994; Perry and Wise, 1990). Consistent
with this, people with high levels of PSM are inclined toward public service employment
(Christensen and Wright, 2011; Perry and Wise, 1990). In addition, individuals who wanted to
satisfy their altruistic desires and satisfaction of their higher-order needs tried to seek
employment in the public sector (Wright, 2003). Similarly, Kaiser (2014) has emphasized that
for PSM there is a need for intrinsic motivation that inspires public employees to choose
employment in the public sector. The literature contains evidence that individuals with a high
level of PSM are more persuaded towards employment in the public sector because jobs in
the public sector offer more opportunities for public service, indicating that PSM is a
personal attribute of individuals (Ertas, 2014). Other researchers emphasize that PSM can be
learned and cultivated through socialization in organizations. Along with the biological
vision of PSM, researchers have also discovered that PSM can be learned and cultivated
through socialization in organizations. Moreover, the work environment of an
organization can also affect the level of PSM in employees who work in it (Cerase and
Farinella, 2009).
In his study, Perry (2000) argues that individuals are influenced by a series of institutional
factors that have a great effect on their values and behaviors related to the desire to
serve others. Perry and Hondeghem (2008) stated that many studies have been
conducted to measure the level of PSM among numerous public sector organizations; its
antecedents (demographics), its outcomes (positive results), but more research is needed to
gain a better understanding of the concept. In line with this, Perry (2000) suggests a
“Process Theory” of
PSM in which institutional factors influence the individual, and these factors shape their
behaviors and values to help the community. The “Process Theory” related to PSM proposes An
that the individual’s desire to serve others is encouraged by various institutional influences, institutional
such as family influence, religious associations, professional identification and perspective on
educational institutions prior to joining the employing organization. However, PSM
organizations play a vital
role in influencing, encouraging and shaping PSM (Moynihan and Pandey, 2007).
Although much work has been done to examine the positive effects on PSM, little 213
attention has been
paid to identifying the contextual factors that improve PSM among employees (Andrews,
2016). Likewise, other organizational factors, such as rewards, job characteristics,
organizational culture and the availability of opportunities to express pro-social behavior
predict their public service motivation that needs considerable attention. Since, pro-social
behavior and helping others form the basis of PSM, management must provide opportunities
for services to be of value to society.

Workplace spirituality
Workplace spirituality is a relatively new area of research (Bindlish et al., 2012; Gotsis
and Kortezi, 2008; Kolodinsky et al., 2008; Sheep, 2006). Giacalone and Jurkiewicz (2003)
have defined workplace spirituality as “a framework of organizational values evidenced in
the culture that promote employees’ experience of transcendence through the work process,
facilitating their sense of being connected to others in a way that provides feelings of
completeness and joy” (p. 91). Workplace spirituality is also defined as “the recognition that
employees have an inner life that nourishes and is nourished by meaningful work that takes
place in the context of community” (Ashmos and Duchon, 2000, p. 137).
Workplace spirituality is an imperative concept that energizes employees’ joy (Giacalone
and Jurkiewicz, 2003). Milliman et al. (2003) have proposed that workers who bring their
entire being to the workplace have strong relationships with their colleagues. They have a
deep and powerful alliance between their personal goals and the values of the
organization, which guide them to view their work as more than just a job. In turn, this
directs them to perform additional role behaviors (helping others). Workplace spirituality
strongly improves the feeling of achievements among employees, resulting in higher
productivity and growth of organizations (Usman and Danish, 2010); this makes
spirituality at work an important characteristic of organizational culture in many
organizations (Alas and Mousa, 2016).
Assimilating and aligning individual values with an organizational goal helps
employees to become more involved with their work (Word, 2012), that is why many
organizations are inclined to develop spirituality in the workplace to achieve the satisfaction of
their employees (Garcia-Zamor, 2003). In this regard, Shankar Pawar (2008) identified that
an organization- centered approach emphasizes organizational processes to allow the
transfer of organizational spiritual values to individuals since organizations can enhance
the experience of spirituality in the work of the employee. In line with this, the
facilitation of workplace spirituality encompasses the transfer of spiritual values in the
workplace, which ultimately enables the employee’s spirituality to generate meaningful
results for both the employee and the organization (Duchon and Plowman, 2005; Giacalone
and Jurkiewicz, 2003).
Workplace spirituality has gained much prominence in the contemporary literature in
terms of its link to various positive organizational outcomes, including employee motivation
(Lewis and Frank, 2002). Luis Daniel (2010) views spirituality in the workplace as an
important factor in the organizational culture that fosters an environment of respect,
trust and creativity in the workplace and promotes teamwork. Likewise, Bruce (2000) suggests
that public employees who have spiritual nature have a meaningful view of the world and
behave in a meaningful way in the community.
Organizations that have spirituality in the workplace outperform those that lack it. These
organizations increase the growth of their employees, are efficient and have high prospects of
QRJ success compared to those organizations with low spirituality (Jurkiewicz and Giacalone,
22,2 2004). Organizations that provide their employees with an environment in which they
persuade their purpose and values would have more motivated employees at work (Milliman
et al., 2003). A model of spiritual leadership was presented by Fry (2003) that improves
intrinsic motivation through hope, vision and altruistic behavior. This intrinsic motivation of
the individual is affected by a multidimensional concept called workplace spirituality
214 (Sharma and Hussain, 2012).
Public employees are well-known to prefer intrinsic rewards as a substantial reason
for joining public organizations (Word and Carpenter, 2013; Wright, 2001), the desire to
serve others and the choice of these careers is linked to the spiritual beliefs of many people
(Houston and Cartwright, 2007). Therefore, service is often associated with spirituality and
selflessness in the public sector and is intended to contribute to the benefits for all, without
the immediate intention of personal gain (Kurth, 2003). Global market failures, economic
restructuring, loss of staff, massive downsizing and many other reasons have depressed,
distracted and desensitized employees. This led researchers to develop an interest in
workplace spirituality, which is more towards humanistic work, meaningful living and
service orientation (Ashmos and Duchon, 2000). Therefore, the organizational culture
with spirituality in the workplace generates a sense of satisfaction among employees by
understanding the meaning of their work and aligning individual goals with
organizational goals.

Employee well-being
Grant et al. (2007) have defined employee well-being as “the overall quality of employee’s
experience and functioning at work” (p. 52). Employee well-being is a concept that makes
people perform their work and related activities more effectively (Seligman and
Csikszentmihalyi, 2000). Similarly, Diener (2000) has affirmed that employee well-being is
associated with satisfaction in the workplace, the satisfaction with life, optimistic
emotion and the quality of work life. Employee well-being encompasses not only employee
happiness but also life satisfaction and quality of work life. Employee well-being is
demarcated as the quality experience and performance of employees in the workplace
(Ryan and Deci, 2000). Thus, the well-being of employees is widely explained as the
evaluation and general quality of the experience in their working life. Employee well-being
depends mainly on the physical, emotional and spiritual aspects of individuals and is also
related to the health of individual employees (Pawar, 2016). According to Zheng et al.
(2016), positive feelings regarding the outcome of the job task are termed as employee well-
being. Employee well-being has been defined differently by many researchers and in different
disciplines. It has multiple measures, definitions and conceptions (Brunetto et al., 2014).
Employee well-being can take a variety of forms and scopes, such as physical well-being,
psychological well-being and social well-being; it is a characteristic of healthy
organizations (Wilson et al., 2004) and has a great influence on the life of organizations (Ilies
et al., 2015). The psychological (individual subjective experience) approach to well-being
encompasses job satisfaction, positive relationships with others and a sense of purpose
and meanings in life. Physical well-being (bodily health) incorporates health, housing,
clothing etc., where social well-being (relational experience) comprises of community
participation, public acceptance and assisting others (Grant et al., 2007).
According to the research by Currie (2001), a safe and stress-free environment is necessary
to ensure the well-being of employees in the workplace. Employee well-being is associated
with the work environment, ensuring an exciting, motivating and delighted office
environment that makes them feel happy and satisfied. Happier employees bring greater
efforts, high contribution and productivity to the organization, which is recognized by
both senior management and employees (Fisher, 2010). Similarly, Currie and Thomas
(2001)
suggest that a stress-free work environment not only confirms the physical but also
mental well-being of employees. A good and enthusiastic work environment guarantees An
the well- being of employees (Bakke, 2005) because well-being is related to job institutional
satisfaction and working conditions in the organizational context (Bowling et al., 2010). perspective on
Researchers have worked hard to identify the impact of employee well-being on the PSM
performance and productivity of organizations and suggest that by promoting employee
well-being, an improvement in productivity and better performance in the organization can
215
be seen (Grant et al., 2007; Russell, 2008). Russell (2008) asserts that work design in an
organization improves employee well-being, and work design must be framed in a way
that provides employees with meaningful work in a vigorous way (Turner et al., 2002)
and ensuring job satisfaction (Keyes et al., 2000), which ultimately improves the
psychological well-being of employees. In addition, the physical arrangements in work design
that prevail in the work environment also have an effect on the well-being of employees
(Holman, 2003).

Institutional perspective on PSM

According to Scott (2004), an “Institutional Theory” is based on a deep and powerful feature
of the social structure. It is based on the procedure that directs social behavior through
structures, rules and regulations, systems, customs and routines. An institutional theory is a
widely established theoretical stance that highlights isomorphism, rational myths and
legitimacy (Scott, 2008). An institution is a formal/informal political and structural
phenomenon that has a defined degree of loyalty and influential behavior. Institutions
establish directly and in some way indirectly the motives that direct people’s behavior.
An institutional theory emphasizes the process through which the structure (rules and
regulations, routines and norms) becomes the guide and direction of the social behavior
of individuals (Scott, 2005). The action of individuals and organizations can best be
explained by a well-known and robust theory called “institutional theory”. Institutions
transform over time and serve to promote and shape change at different levels and
contexts (Tina Dacin et al., 2002).
Kraft and Furlong (2012) elaborate institutional theory as a policy-making process that
emphasizes the legitimate and authoritative aspects of governmental organizations. In
general, an “institution” is a collection of practices and a guide to directing behavior in a
specific situation for a group of people. Since institutionalization establishes the emergence of
institutions and behaviors of individuals within them. The role of institutions and
institutionalization in understanding the action of individuals in an organization, society
and social order is called the institutional approach (March and Olsen, 1983, 1996, 1998).
According to Vandenabeele (2007), PSM focuses more on values rooted in institutions than
on satisfying self-interest. During the socialization process, individuals learn to behave in
accordance with the values of an institution, be it family, religion, organization or peers.
An individual learns the values from the surrounding within the institution, which in turn
can generate and enhance the development of PSM. Institutions are multilevel entities and
bring individuals together to form a system called the institutional system (Scott, 1995).
Moynihan and Pandey (2007) have found a strong influence of institutions in PSM and
focused on the fact that the difference in values between regions reinforces the influence of
institutions. The work environment, such as supervision, promotion and recognition and
work itself are the institutional factors associated with the job performance of employees and
the extent to which the work meets their needs (Ellickson and Logsdon, 2001). In view of the
well-documented contribution of institutional influences on individual’s PSM, current
research has attempted to aggregate the institutional perspective of the sampled universities
and has conducted qualitative interviews of the upper and middle levels of the management
to gain an insight into the organizational factors that are perceived to employees’ PSM.
QRJ Research design and methodology
22,2 For the selection of the sample, purposive sampling was used to obtain qualitative data for
the study. Purposive sampling encompasses the identification and selection of
individuals or groups who are familiar/well-informed about the phenomena under
study or the area of interest (Cresswell and Plano Clark, 2011) and easily approached for
data collection.
216 In this study, a purposive sample of the people in power positions (VC/deans/directors/
head of departments) of the universities was taken to divulge information about the variables
of interest in their workplaces. Regarding the size of the sample, the saturation of information
is strongly emphasized in the qualitative method, that is, collecting data until no new
information is obtained (Miles et al., 1994). However, according to Warren (2002), the
minimum number of interviews should be between twenty and thirty as cited by Bryman
(2016, p. 425). Furthermore, to reach saturation in a homogenous group, 12 interviews are
required (Guest et al., 2006).
For the qualitative data of this research, 23 interviews were conducted with two vice
chancellors, three deans, five directors and thirteen chairpersons of the departments of the
public sector universities. The qualitative data of this study were collected through semi-
structured interviews. Semi-structured interviews were used because they allow reciprocity
between the interviewer and the interview (Galletta, 2013), allowing the interviewer to
improve questions in the participant’s response and allowing space for the verbal expressions
of the participants. For these interviews, an interview guide was developed in order to capture
the opinions and expressions of the vice-chancellor(s), deans/directors/head of the
departments of the same faculties about the organizational factors that can influence the
PSM of the university employees.
The “face validity” of the research instrument in the present study was determined
through the feedback of the supervisor, as well as the opinion of the experts in the
relevant
field. Three interviews with experienced department heads were conducted as a pilot study,
and their feedback/comments were used to determine the face validity of the semi-structured
interview guide prior to use across the entire sample. The interpretations and transcriptions
were also provided to the interviewee for “respondent validation” of the content to improve
the veracity and plausibility of the information. Ethical principles were followed throughout
the process, from data collection to analysis and evaluation to ensure the accuracy and
authenticity of the research findings.
According to Silverman (2005), the reliability of qualitative research can be managed
in several ways, such as taking comprehensive field notes, using a good quality recorder
and correctly transcribing the data. LeCompte and Goetz (1982) assert that external reliability
can be achieved by focusing on the essential aspects of the investigation. The choice of
informants in qualitative research is vital for improving the reliability of the data, so there
should be a focus on identifying the best participants who can provide valuable and relevant
data. In addition to that a clear focus on consistent data collection and analysis
procedure, which can be clearly explained and interpreted, is also important to ensure
internal reliability. The essential approach suggested by LeCompte and Goetz (1982) for
internal and external reliability has been followed to ensure the reliability of the
qualitative data of the current study.
For qualitative data analysis, the interviews were transcribed after translating the content
into English and an effort was made to keep the original meaning of the respondents intact as
much as possible. The data were analyzed using open coding (Khandkar, 2009), which
was then grouped under the categories and then into themes that emerged from the primary
data. NVivo 12 was used to perform the qualitative analysis of the data.
Qualitative data analysis
Thematic analysis An
A thematic analysis (TA) of qualitative data was performed using NVivo 12. The purpose institutional
of the thematic analysis is to identify, analyze and interpret the pattern of data called perspective on
themes. The TA used for qualitative data analysis includes codes, categories and PSM
eventually, generating themes (Saldan~a, 2009).
The interviews were carried out to the saturation point, where the respondents’ responses 217
became similar in content, and no new information was received. The saturation point was
reached in about 20 interviews; however, a couple of more interviews were conducted to
ensure saturation, reaching 23 interviews, which constitute the primary data of this study.
The respondents were contacted through written or telephonic requests for the interviews.
All the interviews were audio-recorded except for two, where the interviewees did not allow
the conversation to be recorded and notes were taken instead. The interviews were then
transcribed and recorded digitally and imported into NVivo 12. Transcription of verbal
data is time consuming but facilitates deep understanding and familiarization with the depth
and breadth of the content (Braun and Clarke, 2006). The interviews conducted were
bilingual because both Urdu and English languages are commonly used in normal
conversation in Pakistan, which was kept for the convenience of the respondents; however,
the content was later translated into English, keeping the meaning as similar as possible. The
interviews were read and re-read several times to induce a deep understanding and familiarity
with the data along with the field notes containing supplementary information on
nonverbal communication, moods and hunches. Initially, open coding was used to
capture the important segments of the data relevant to the research questions. The open
codes were then linked and categorized to find the themes and patterns that emerge in
the primary data. The views of the respondents about the influence of organizational
factors on PSM of employees and the most significant organizational influencers are reported
below in terms of the main themes emerging in the interview content.
Four main organizational factors emerged as a consensus in the data that apparently
affect PSM among employees of public sector universities, in the opinion of the respondents
in our sample. These include organizational culture (norms and values), rewards, leadership
and orientation/awareness programs, which are elaborated in more detail in the next section.

Findings of qualitative data analysis

In response to the interview questions investigating the research question on whether PSM is
influenced by organizational factors, the majority of the respondents stated that PSM is
primarily a personal attribute. It is an innate characteristic of people that impels them to
be more inclined towards public service.

PSM is a personal attribute

Most of the respondents of this study evidently believe that PSM is a personality attribute of
the individuals to a large extent. Personal attributes are the traits and characteristics of
an individual that are inherent and inborn and reportedly influence the individuals’ decision
to join a career and their motivation to perform in that career (Alkhelil, 2016). Some of
the respondents clearly indicated that they took up employment in public sector
organizations to satisfy their internal desire to serve the public, although they are
receiving less monetary incentives as compared to their private sector counterparts. In the
words of a dean, who has been serving the organization for 25 years:
Public Service Motivation is a characteristic of individuals that explains why they have a desire to
serve the public, and it links our personal actions with the overall public interest. (R-6)
QRJ Another senior respondent explained:
22,2
Most of us enter the public sector with the goal of serving the public. We invest time and energy to be
productive and at the same time helping people because we want our inner desire and passion
for being satisfied by working selflessly and it is often innate. (R-18)
A HOD indicated that when people are willing to serve in the public sector despite lower
218 financial incentives, it is because of their inner desire and intrinsic motivation. She said:
Well, I think Public service motivation is the reason for any individual to work in the public
sector despite the fact that the public sector has many frustrations. Generally, the emoluments, the
benefits, and the financial incentives are much lower as compared to the private sector. So, if we still
decided to join the public sector, it means that we are coming here for the general welfare and for
public service
.. . Public service motivation is something instinctive which an individual possesses.(R-11)
Although the initial reaction of the respondents termed PSM as an attribute that is personal
and intrinsic in nature, but later in the conversation, they also articulated the organizational
contribution to developing/reinforcing this attribute in their employees during the course of
their service. A HOD elaborated it as below:
Sometimes we are passionate about serving others intrinsically, and at some point, our organization
develops this attribute in us.(R-5)
Similar comments were expressed by the chairperson of a department who stated that
the universities develop this urge among their employees by providing them with
different possibilities/platforms to participate in public service:
Besides motivated internally, my employer develops and provides us the opportunities to extend our
efforts in community service at various platforms. (R-7)
Therefore, according to the opinions of the respondents in this research, it seems that PSM is
a personality attribute to the extent that it makes a person feel inclined to join a profession in
the public sector; however, this attribute develops, flourishes and reinforced by various
organizational factors during the course of service. Respondents of this study evidently
believed, based on their work experience at public sector universities that organizations have
an important role to play in developing and/or enhancing this intrinsic motivation to serve the
public through various measures. The organizational factors/measures that possibly
influence the PSM among employees are discussed in the next section based on the primary
data of this study.

Organizational influencers
The respondents were probed to identify the organizational factors that, in their opinion
influence the public service motivation of the employees. Organizational factors are the
components of an organization that serve to shape the behavior of employees working in that
organization. The attributes or characteristics of an organization, whether tangible or
intangible, intentional or unintentional have an impact on employees and their performance
in achieving organizational objectives. These influencers are exerted through various
elements, such as shared norms and values, and the work environment in general.
Organizations are social institutions in which employees not only produce output but also
interact and influence each other in the context of the work environment. The organizational
factors that the respondents perceived as having an effect on PSM are categorized in to four
broad themes comprising: the organizational culture, developmental measures and
opportunities, role of leadership and financial/nonfinancial benefits.
Most of the respondents indicated that public institutions have a mission of providing
significant public service opportunities; however, these institutions can enhance or
hinder
these opportunities in many ways. It has been revealed in the primary data that by providing
an enabling culture, competitive rewards and awareness programs, PSM can be An
strengthened, while depriving employees of timely promotion and unbridled institutional
organizational politics can have an adverse effect on PSM among employees. The perspective on
interviewees placed a strong emphasis on the organizational factors and their influence PSM
on PSM.

Organizational culture (norms and values) 219

Workplace values establish the culture of an organization and identify what matters to
the organization. If individuals’ values are aligned with the values of an organization, it helps
the organization fulfill its mission. It would be difficult to understand the motivational
aspects and behavior of organizations and those who work in them without taking values
into account (Austen and Zacny, 2015). Organizational culture is made up of recognized
shared values and beliefs. These shared values and beliefs are communicated to
employees informally with the goal of ultimately shaping their attitudes and behaviors in
the desired way. A strong organizational culture informs employees about appropriate
behavior and how to demonstrate the organization’s values in the workplace. These
values and motives have some social roots and are learned through interaction with the
community, groups and organizations. It appears from the primary data of this study that the
organizational culture is presumed to have a profound effect on the PSM of the employees
of an institution. Many respondents indicated that a public service-oriented culture of an
organization evidently enhances employees’ motivation to serve selflessly.
One of the respondents, the director of an institute in a public university, expressed in this
regard:
All institutions, including my university, have a culture of providing the opportunities to serve
the public (by contributing to social action and services plans), and these values are part of our
culture. (R-13)
University education is comprised of teaching, research and also social services. In particular,
public sector universities are not for profit but are more focused on the public service
approach. In the view of a HOD, public sector educational institutions are not profit oriented
and are instead more focused on serving the public.
Education in the public sector is not a money-making activity; it is a kind of service. Service-oriented
culture in public universities makes us feel motivated to care for and serve the public.(R-11)
The public service-oriented culture and climate of organizations have a strong effect on
the PSM of employees as per the comments made by another interviewee.
Culture and climate of an organization are the key factors that have a strong influence on employees
behavior .. . our university provides a culture grounded with Public service motivation in this
regard. (R-15)
The respondents also highlighted that when management shows care and concern for their
employees, they are more inclined to reciprocate the same care and concern for the public. A
culture of care and concern provides a positive environment for employees, who tend to
convey this care and concern to their customers-the public. In the words of one of the
respondent:
It is a part of our culture that we try to make our employees happy, address their needs and concerns
from time to time within our limits and when we take care of the needs and concerns of our
employees, they tend to perform their duties well and are more dedicated towards public service. (R-
3)
QRJ The culture of “Care and Concern” appears to be a significant influencer of PSM as endorsed
22,2 by another HOD in the following words:
I witness a very good and friendly culture at my University. Employees not only care for each
other but also facilitate each other in various community projects to create harmony in the
society and serve the public in an efficient manner. (R-1)

220 In this study, almost all respondents considered that a culture of well-being also encourages
employees toward public service. The culture of wellness is characterized by being a
workplace where the well-being of employees is promoted and provides the means for
employees to be happy and satisfied both in personal and professional life. An environment of
well-being includes physical, psychological, social and emotional aspects. One director stated
about her institute:
Creating a culture of employee well-being promotes the development of the institution and
development of the institution is, directly and indirectly, going to promote the development of the
society, which in turn is directly related with the development of the nation and the development of
the society directly related to the nation of Pakistan. (R-3)
Creating a culture of well-being and investing in wellness programs by an employer
generates positive energy among employees so that they become motivated for public
service, was the opinion of a chairperson of the department:
A healthy mind is in a healthy body. If my employer does not take care of my physical and
mental health, how I can give back to it in a positive way . . . my organization imparts positive
energy of public service among us by cultivating the culture of well-being. (R-6)
Another director expressed similar comments:
Our university has a culture of offering various rewards for the well-being of employees so that
we can feel comfortable in our lives and being free from worries serves the society. (R-17)
In the context of this study, almost all the interviewees expressed their strong
conviction about the well-being of employees as an important factor to be considered
for PSM.
It is evident in the literature that organizational culture embedded with spirituality has
many positive implications for organizations (Driscoll and McKee, 2007). Vallabh and
Vallabh (2016) view spirituality as “cultural phenomena” and its expression in culture
promote better delivery of product and services. During the interviews, respondents
were asked about workplace spirituality as a cultural factor. The analysis of their
responses revealed that the culture that has spirituality in the workplace is considered a
strong positive influencer for PSM of the employees. According to the viewpoint of an ex-vice
chancellor now working as a director:
When we developed our strategic plan for the university our foremost focus was on moral and ethical
values of universities based upon the concept of workplace spirituality .. . workplace spirituality
have a strong connection with PSM as we get purpose of our job .. . and to serve humanity is the
purpose of our job. (R-20)
Finding meaning in the job and creating concern for humanity are the most significant
attributes of the organizations having workplace spirituality. Commented a director in
this regard:
Culture of our institution is based upon the values of workplace spirituality, and we are trying to put
some more effort in this regard (workplace spirituality). By finding the meaning and purpose of our
job, we are more dedicated to community service. (R-13)
Similar comments were expressed by another interviewee:
An
Workplace spirituality is basically a sense of responsibility for anyone. Performing one’s duty institutional
and fulfilling the responsibilities dedicatedly fits the concept of a culture of WPS prevailing in the perspective on
workplace .. . workplace spirituality increases our passion for public service by affirming the
significance of our job of training the future workforce and inculcating the motivation for public PSM
service in them. (R-16)

Workplace spirituality by creating a good fit between an employee’s values and those of 221
an organization can produce positive results in terms of improving employee motivation
and consequently their productivity. According to an interviewee:
My values are very important for me and quite aligned with my job of a teacher, a researcher and of a
social activist because I work with and inspire younger people for public service. I consider my
job activities serving a higher purpose by way of public service. (R-18)
The above responses of our interviewees clearly point to the important contribution of
the organizational culture in strengthening the PSM of employees. Workplace spirituality,
as a cultural facet, is perceived to be aligned with the values of PSM and emerges as an
important influencer of PSM.
According to the participants of this research, the most important responsibility of
educational institutions is the creation of knowledge through research. The knowledge
created by academic institutions, be it a scientific innovation or a development of knowledge,
is ultimately shared and used by society. Academic institutions also serve their local, national
and international communities by participating in various public service activities and
projects. Universities also contribute to the economic development of the country through
teaching students improving their skills and abilities, and these teaching services are not
limited to new students, but many public employees at the local, provincial and national levels
continue their education from there.
Academic institutions, in the opinion of the respondents, provide public services in
multiple ways. They can enhance PSM among their employees and staff, which in turn
translate into public service. On the other hand, they can also instill PSM among their
students through various community service projects. A senior interviewee provided us with
insight on this as:
Institutions instill these values in their faculty members, and if instilled in a well- manner, we
certainly feel motivated for public service and also transfer these values to our students. (R-13)
The interviewees pointed towards a very strong influence on their students and can
modify and shape their behavior to a large extent. A chairperson of the department
expressed her views as follows:
We (as a part of an academic institution) have more responsibility as compared to any other
organization because teachers are the role model for the students, and students tend to follow them.
Teaching is a public service. It is very important to transfer positive energy to students and promote
them for public service. (R-10)
Respondents expressed the view that academic institutes have the primary responsibility to
mold and shape the minds of the young generation, who will ultimately be part of the future
workforce. If responsibility is properly implemented, universities can have a multiplier effect
in terms of developing/improving PSM; not only among current employees but also
among future workers.
Universities can play an important role in the generation and improvement of PSM in their
students from many professional and specialized fields related to public services, such as
QRJ public health and various other sectors of public administration. Respondents to this
22,2 study seemed very aware of this aspect of their services as is apparent from their statements
below:
Universities play a vital role in enhancing public service motivation and inducing values in its
students by way of guiding and encouraging them for community services and development
projects. In this way, we are not only performing our own duties but also preparing our future
222 generation for selfless services to others. (R-4)
Another respondent acknowledged the vital role of public universities in promoting PSM
among their employees as well as students by providing facilitating culture so that they
can engage in community services programs:
It is our culture and core value to work for the community. Our teachers and students have been
engaged in Active Citizens Programme (ACP) to promote public service. Our students play an active
role in community service activities by volunteering for various welfare projects for the public. (R-1)
The above assertions support the point that an institution’s culture plays an important role in
enhancing PSM among employees. According to respondents, a positive culture not only
promotes employee motivation towards public service but also has positive effects on
students.
In addition to pointing out the positive influencers of the PSM, the respondents also
alluded to the organizational cultural factors that can have a negative influence on the PSM of
the employees, such as “Organizational Politics”, which have been defined by Brandon
and Seldman (2004) that organizational politics is an informal and unofficial endeavor
used to increase power, impact the organization and achieve other goals. Some common
examples of negative organizational politics that are prevalent in most organizations are
selfish behaviors in terms of gaining self-interest, excessive use of power and resources,
favoritism and backstabbing.
A HOD explained:
Politics is always there in the organizations .. . politics lower our output and eventually affects the
motivation for public service. (R-12)
Another interviewee stated:
Politics in organizations, such as the control of information and the formation of alliances and a
powerful network among some employees, demotivate other employees towards their job and
eventually lose motivation towards the provision of public services. (R-5)
It appears from the primary data of this study that the incidence of political interference
in public sector organizations is counterproductive for the drive for public service.

Role of leadership
The role of leadership in an organization is that of a facilitator to achieve the goals and
objectives of the organization by eliciting desirable behavior from employees. Employees are
inspired by their leaders and tend to replicate their actions and behaviors. When leaders bow
down or participate in public service, followers are expected to do the same. Based on
the primary data from this study, leadership behavior is an important factor in an
organization that can have an effect on PSM. Almost all participants emphasized the role of
leadership as crucial in promoting PSM among employees of an organization. As one HOD
said:
In our organization, the leadership is keen to contributing towards community services, which
encourages the employees to strive for the public service and imbibe these values over time. (R-11)
Leaders can sensitize and promote PSM among employees and act as a role model for them
was the opinion of another respondent:
 In my point of view, there is no structured/formal method to promote Public service motivation
among employees, but the role of a leader matters a lot. Our top management can ensure and initiate An
public service motivation among their employees by practicing it for them. (R-17) institutional
It appears as a majority opinion in the primary data that a leader who is a role model for perspective on
his followers can be an effective positive influencer for their public service motivation. PSM
Subordinates get a hint from their leaders about desirable/undesirable behavior in an
organization and try to copy their leaders’ behavior for the sake of approval and acceptance.
One respondent explained this as: 223
The role of a leader is a prominent factor in enhancing PSM among its employees. Our leader is our
role model, our mentor, and provider of opportunities for our best performance in terms of career
and community service. (R-19)
Another respondent endorsed the same point as:
Our Vice-Chancellor has been enabling the employees to perform at their best in all respects and try
to keep us motivated for public service. (R-9)
Therefore, the role of a leader seems to be another significant influencing factor to generate/
improve PSM among the employees of an institution. A leader by providing a selfless
public service vision can inspire followers to achieve this vision by acting as a role model.

Rewards
The respondents, while identifying the organizational factors that may have an effect on
PSM, also mentioned an institution’s reward system as an important influencing factor.
Rewards are benefits granted in exchange for performing a task or service or fulfilling a
responsibility in an organization. According to the primary data obtained, there are many
tangible and intangible benefits offered by the institution that have an impact on the
employees’ PSM. However, it is important for an organization to discover what types of
rewards are needed for what types of employees and how these rewards can be used to
shape employee behavior. Although rewards and benefits have a direct relationship to the
overall motivation of employees and their resulting performance, however, respondents of
this study identified it as an influencing factor in motivation to serve the public as well. Their
viewpoint in this context is elaborated in the following section.
The respondents pointed out several intrinsic and extrinsic factors that, in their
opinion, had a substantial effect on employees’ PSM and emphasized the critical role of
institutions in keeping their employees motivated for the effective delivery of public
services. Incentives, both monetary and nonmonetary, are believed to have an indirect effect
on PSM in terms of making employees stay with the organization and provide public
services. In the words of a female Head of the department:
Definitely, an institution which is a source of employment for us becomes motivational institution as
it has means of attraction through which we become motivated for public service. These means are
financial and non-financial factors. (R-4)
A director of a renowned institution replied:
Universities play a major role in motivating their employees to serve the public interest by
offering different types of benefits. There are both extrinsic and intrinsic factors that are being
offered by our university. By providing these elements, our job satisfaction increases, which
eventually promotes us for public service. (R-2)
From the data obtained through the interviews, it can be inferred that organizational
incentives in the form of financial and nonfinancial rewards have a direct or indirect influence
QRJ on the PSM of employees. Most of the interviewees evidently agreed on the “indirect” effect
22,2 of monetary and nonmonetary incentives (acknowledgment and recognition) on employees’
PSM. In this view, organizational incentives play an important role in “motivating”
employees to perform at their best in achieving organizational goals and when they are
working in a public sector organization they are motivated to ensure efficient and
effective public service.
224
Intrinsic rewards
It is evident from the primary data that intrinsic rewards are important in keeping employees
motivated for public service. Intrinsic rewards are not tangible and, for the most part, they are
not financial. Appreciation, acknowledgment and recognition are the nonmonetary rewards
that motivate employees to try harder by providing them with a sense of being valued. In the
same way, when employees perceive that they are being recognized and appreciated for the
community services they perform, they are motivated to increase their efforts to serve
the public. One interviewee explained the influence of admiration as:
EXpression of admiration by upper management and people at any platform encourages us to
put extra time and effort for community service. (R-11)
A chairperson of the department endorsed this view further:
.. . besides, there is an appreciation for those (employees) who are involved in any kind of
community service. Appreciation keeps us motivated towards public service. (R-15)
In the sphere of intrinsic rewards, appreciation appears to be a very important catalyst
for public service motivation, encouraging teachers not only to get involved in public service
but to convey the same encouragement to their students and engage them in community
service projects. One of the interviewees revealed that:
Being a sociologist, we are engaged in many community-based projects. At times, we need
appreciation. When we realize that others value our work, we perform more dedicatedly. Higher
management in our university has initiated certain policies to recognize those who are serving
the public in limited resources and time. (R-5)

Evidently, the token of appreciation and acknowledgment of the employees’ initiative and
effort towards community services motivates them further to strive in this respect. An
interviewee reported:
.. . the appreciation and acknowledgment motivate us to incline towards community service like
some of us are working on public safety, some are working on environment protection and such other
areas through teaching and learning. (R-21)
Universities apparently take many initiatives to improve PSM among employees. A
facilitating working environment emerges as an essential motivator to serve the public in the
opinion of a head of department:
Above all, a good working environment is very necessary for public service motivation. Enabling an
environment either for teaching, research, or community services matters a lot. We have a favorable
working environment that results in job satisfaction. This positive emotional state keeps us
motivated to work for the community. (R-22)
An interviewee expressed a similar perception:
.. . Providing a good work environment is another factor that empowers employees. We learn from
our environment and influence each other to improve public service activities. (R-17)
The above comments suggest that intangible rewards in the workplace, such as
facilitating the work environment, appreciation and acknowledgment, make employees feel An
valued for their work and in terms of “Reinforcement Theory” (Stipek, 1993; Maurice and institutional
Sandra, 1991), the behavior that is being acknowledged and appreciated is strengthened perspective on
and tends to be repeated. Consequently, when the organization recognizes and values PSM
the efforts of employees for community (public) service, their motivation to serve the
public or PSM is reinforced.
225
Extrinsic rewards
It has been found in the primary data of this research that extrinsic rewards also affect
employee motivation for public service, and there appears to be an indirect relationship
between extrinsic rewards and PSM. EXtrinsic rewards exist in physical form and are
mostly financial. EXtrinsic rewards, in the form of salary and promotion/advancement
prospects, increase employee job satisfaction, and happy and satisfied employees are
more inclined toward public service compared to their counterparts with lower levels of
job satisfaction. Improving the satisfaction level of employees can influence their motivation
towards public service by reducing the level of stress and improving their emotional state.
One HOD expressed his opinion on this:
Public service delivery is only possible when someone is internally satisfied in his/her job. The
type of motivators that are needed to promote smooth and selfless delivery of services may vary but
being “happy at work” increase our passion for public service. (R-23)
According to respondents, getting salaries on time is seen as an advantage of public
sector jobs and positively affects employee job satisfaction. Relieved of financial worries
employees are more inclined to participate in community service projects. In the words of
a HOD:
The salary which we got on time cannot be taken as granted. Getting a salary in time is a big source
of satisfaction to serve the organization and the public eventually. Being an employee of the public
sector, we are getting salaries from public taxes, and this realization increases our desire to give back
by serving the public. (R-1)
Similar comments were given by a dean of a faculty:
Getting the salary without delay keep us motivated for public service . .. timely salary keep us happy
and satisfied. (R-15)
Employee promotion or career development prospects were also identified as an important
aspect to have an indirect effect on employees’ PSM. A senior chairperson of the department,
who has been waiting for his promotion for several years, has expressed his opinion as
follows:
Timely promotion is very critical for us. Influential people use their power and get promoted, and the
person waiting for promotion becomes disheartened from the job and his/her motivation for public
service declines. (R-16)
Another professor elaborates the importance of timely promotion as follows:
.. . not getting promoted on time causes frustration among employees and they become least
concerned for public service. (R-2)
Apparently, satisfaction with an organization’s extrinsic rewards appropriately improves
employee job satisfaction, freeing them from financial stressors. As they feel satisfied
with the rewards offered by the organization, they tend to reciprocate in terms of public
service according to the “Social Exchange Theory” (Cropanzano and Mitchell, 2005;
Homans, 1958).
QRJ Orientation and awareness programs
22,2 From the primary data of this study, it appears that public sector organizations instill “public
–ness” among their employees through their orientation programs, which appear to be a very
effective tool for developing and improving employee motivation to serve the public in
the true essence of public institutions.
A chairperson of the department informed:
226 My university holds seminars, motivational speeches, applied documentaries and awareness
programs to engage employees in public service. (R-6)
A department head elaborated the activities that are being carried out in his university to
develop motivation for public service among employees. He further elaborated that
awareness programs/activities are very important to sensitize the employees for effective
public service delivery. He said;
We have a department called Directorate of Faculty Development (DFDI) that carries out time, and
again different skill and moral development programs and training, and all these programs have an
objective to make faculty more public service-oriented. (R-5)
Evidently, the orientation/awareness programs organized by the universities help employees
to not only understand how their work fits in with their institutional mission and
objectives but also helps them to grasp the true meanings of public service as part of the
employment in the public sector.
Below is a schematic depiction of the organizational influencers emerging in the primary
data of this study that are perceived to have a significant effect on the PSM of employees
working in public sector universities.

Discussion
In order to gain an insight into the perspective of the management of the sampled universities
with respect to the variables of interest, qualitative interviews were carried out. Respondents
were asked their opinion about the importance of PSM, WPS and employee well-being in their
institutions and which organizational factors, in their opinion, were the important influencers
for the PSM of their employees. The thematic analysis of the qualitative data of this study
finds that in the opinion of the majority of respondents, PSM is a personality attribute of the
individuals influenced by many factors throughout their personal and professional lives. The
extant literature also views PSM largely as a personal disposition of a person shaped and An
developed by many influences from family, religious orientation, professional identification institutional
and demographics (Perry, 1997). In addition, the effect of the working conditions in the perspective on
organizations has also been investigated as an influencer of PSM (Cerase and Farinella, 2009), PSM
and it was found that a change in the employment situation of public organizations leads to a
change in the PSM.
227
The qualitative data analysis of the present study has revealed several organizational
factors in the opinion of the respondents that influence the PSM of the employees. Major
factors among these include organizational culture, leadership role, intrinsic and extrinsic
rewards, and orientation/awareness programs conducted by organizations for their
employees. According to the extant literature, PSM is not only the result of socio-
historical aspects but is also affected by the organizational culture in which one works
(Moynihan and Pandey, 2007). The findings of the present study indicate that
organizational culture is the main driver for employees to serve the public in a selfless
manner. Culture plays a vital role in shaping and controlling the behaviors of the employee
in the workplace (Taslim, 2011). Workplace spirituality affects the employees’ cognitive and
psychological engagement that ultimately reinforces their dedication, commitment and
fulfillment (Lilius et al., 2005).
Spirituality in the workplace suggests the search for meaning and reason in life
(Henningsgaard and Arnau, 2008), where work has a value beyond the monetary
benefits, and it helps one achieve the satisfaction of serving the community at large.
“Organizational cultures” that have spirituality embedded in their vision, mission and values
clearly have a significant positive influence on employee public service motivation.
The culture of
spirituality that promotes employees toward public service is evident at both the
individual and organizational levels in the present study.
The “Role of Leadership” appeared as another significant factor in the primary data of this
study that develops and promotes the PSM among employees. Most of those
interviewed
stated that the role of top management is vital in promoting public service motivation among
employees as leaders. According to respondents, a leader can bring a vision of public service
to his followers and guide them to achieve that vision, and can sometimes act as a role model
by practicing selfless service delivery to the public. The finding is in tune with the role of
leaders proclaimed in the existing literature where it is believed that a leader sets an example
for followers by acting as a champion of public service delivery and can develop or
improve PSM by demonstrating and communicating the public service values to their
followers (Andersen et al., 2020). The leaders who support, encourage and set high standards
for public service are associated with creating a high level of PSM among their followers
and achieve better organizational outcomes (Christensen et al., 2017).
According to the respondents of this research, another effective way to increase employee
motivation towards public service is to provide them the “intrinsic and extrinsic rewards” for
their services. According to the data, the effect of extrinsic rewards on PSM is indirect, where
extrinsic rewards, by eliminating employees’ financial worries, improve their job satisfaction,
which in turn improves their motivation in providing public services. Although extrinsic
rewards are assumed to be less significant for public sector employees who are assumed to be
more inclined to fulfill their calling to provide public services (Perry and Wise, 1990), the
studies found that extrinsic rewards are not only vital in choosing employment in the public
sector (Wright and Christensen, 2010) but it is also important for their work itself (Wright and
Pandey, 2008). EXtrinsic rewards are not only important because of their financial value but
these rewards make employees realize that the organization values them and their work.
Higher incomes are always preferred to lower incomes, and even people who are motivated
towards public service are also inclined towards financial rewards (Rainey, 1982; Wright and
Christensen, 2009; Wright and Pandey, 2008). The current study finds that the amount of
QRJ salary and timely promotion are among the most effective extrinsic rewards that significantly
22,2 affect the PSM of employees.
According to the relevant literature, intrinsic rewards tend to motivate people more
effectively, and they show a higher level of organizational commitment and job performance
(Crewson, 1997). Analysis of the data of the current study revealed that the “appreciation and
recognition” of the employees’ job performance and congenial “work environment” appear as
228 the most prominent intrinsic rewards that exert a positive influence on the PSM of the
employees. Public employees show a keen interest in altruistic behavior and rank
intrinsic rewards higher than extrinsic rewards compared to their private counterparts
(Crewson, 1997; Rainey, 1982). Appreciation and recognition have been frequently
documented as motivators for public service delivery among public sector employees.
This is in accordance with the positive reinforcement theory that when employees are
recognized by their manager, they feel appreciated and strives to perform better (Wei and
Yazdanifard, 2014).
Interview data from the current study has found that “employee orientation and awareness
programs” also play an important role in developing a sense of public service in employees
and improving their PSM. A large number of interviewees mentioned that the management of
their universities organizes orientation and awareness programs to instill or develop a sense
of public service in their employees. These programs include seminars, training
workshops, lectures, motivational speeches and counseling sessions. PSM can be
improved when employees are trained in a positive attitude towards PSM, particularly for
new hires (Chen et al., 2021). The findings of the current study supported an institutional
view on public service motivation that institutions, through various organizational factors,
affect employee behavior. It can also be concluded from the above discussion that, although
PSM is largely a trait of one’s personal disposition, it could also be generated and/or improved
through various organizational factors such as those narrated above.

Limitations and future research

The geographic area covered for this study was limited to one province due to the time
and cost constraints. The sample of this study encompassed the academic staff of public
sector universities; therefore, the result could only be generalized to a similar population
and less suitable for use in a different public sector setting and corporate sector.
It was observed during the interviews that for most of the interviewees, the term
spirituality was inevitably connected with religion, and they considered spirituality and
religion as the same concept. They relate every concept of spirituality with religious concepts,
which might be an interesting avenue for future research to investigate the concept of
spirituality in countries with strong religious orientation like Pakistan. Public
organizations should strive to bring a culture of spirituality and a sense of well-being to
the workplace to improve PSM. To further study these influences, more complex models
could be used to better comprehend the concept of PSM, and also differences in PSM across
the disciplines in the universities might be an interest for future researchers.

Conclusion
The qualitative findings of the present study reveal that PSM is also a personal attribute
besides having various organizational factors that affect public motivation among
individuals. The findings of this study can help the management of public organizations
to inculcate and enhance PSM among their employees by manipulating organizational
influences, including introducing a culture of spirituality in the workplace, addressing
employees’ intrinsic and extrinsic needs to create a sense of well-being and using the leaders
as a role model for serving the public. Furthermore, the need for regular training and
orientation programs that emphasize the provision of public services cannot be ignored as a
powerful influencing factor for PSM. An
institutional
perspective on
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Corresponding author 235

Sobia Hassan can be contacted at: sobia.hassan@lcwu.edu.pk

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