Democratic Governance

Paper Summary:

This paper is a thesis essay on public service motivation and is divided into three components. The breadth component provides a theoretic analysis of both public service and volunteer motivation as well as explores the historical correlation between public service motivation and volunteer motivation. The findings of major theorists specializing in public service motivation theory are presented as well as their empirical research, which analyze and synthesize the implication of motivation in light of public service and volunteerism. These findings are related to the study of the public health operations of the Virgin Islands Department of Health (VIDOH) in order to propose a model that will increase volunteers and motivation levels. Public service motivation theories are examined as appropriate for possible integration into the outreach efforts of the VIDOH. This is significant as a result of the federal's government's ten year health plan for the VIDOH that relies substantially on societal outreach services. The Depth component contains an annotated bibliography, which evaluates current literature on public service motivation and volunteer motivation theories with a discussion on motivating employees in the work environment. This section analyzes literature on motivation in general and discusses the role of the manager/leader; identifies problems pertaining to low morale and motivation; answers to the question, "Why should employees be motivated?" and explores keys to employee motivation. Employee motivation is crucial to the activities of the VIDOH due to the public service nature of its operations. The federal government has promoted a ten year health plan that will operate on and depend on societal outreach. As a result, the future success of health care services depends on community-based interaction founded on strong public policy initiatives. The application component assesses the public health community outreach operations of the Virgin Islands Department of Health (VIDOH); discusses the level and history of volunteerism within the VIDOH, and proposes a model that will increase the level of volunteerism based on the key characteristics identified by both public service and volunteer motivation theorists. Recommendations are made on what key characteristics drive individuals to volunteer and how this can affect recruiting as well as outreach efforts of the organization.

Outline:
Public Service Motivation
Socio-Historical Overview
Construction of the Public Service Motivation Theory
Implications of Public Service Motivation
Volunteer Service Motivation
Historical Overview
Functional Approach to Volunteerism
Role Identity Theory and Volunteerism
References
Depth Component
Annotated bibliography of current articles to accompany the Depth Section of KAM Democratic Governance
Reference
Depth Discussion
The Role of the Manager
Problems Pertaining to Low Morale & Motivation
Keys to Employee Motivation
Case Studies
Reference
Application Component
Tying it all Together: Public Service Motivation & Volunteer Motivation in the Workplace
Reference

From the Paper:

"Consistent with prior research, which concludes that the strength of a person's role identity correlates with the voluntary donations of time, money, and even blood. Penner (2002) suggests that a combination of the functional and role identity approaches might explain the processes that underlie long-term volunteering. Farrell, Johnston & Twynam (1998) in studying special event volunteers found that volunteer motivation falls in four categories: purposive, solitary, external traditions and commitments. The results of their research suggested that the motivation for special events volunteers was much different than more traditional types of volunteering.
"Finklestein & Penner (2004) examined role identity theory as it applies to volunteering in accordance with the work of prior researchers. In a different approach to volunteerism, these researchers proposed that because volunteering occurs within a social structure, it is best understood in the context of identity theory. According to this perspective, one's self-concept consists of a hierarchy of social-role identities that guide behavior. (Finklestein & Penner, 2004). The more others identify one with a particular role, the more the individual internalizes the role and incorporates it into the self-concept. Additionally, according to Finklestein & Penner (2004), carrying out the role of a volunteer not only shapes how an individual views himself or herself, but it also drives future behavior as the individual strives to make his or her behavior consistent with the volunteer-role identity. The research in this area concludes that in regard to role identity theory, the concept of "self" has a direct causal effect on future activity."

Sample of Sources Used:

• Adams, J.S. (1965). Inequity in Social Exchange. Advances in Experimental Social Psychology. pp. 267-299.
• Bass, B.M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press.
• Businessballs.com. (2006). Action Centered Leadership. John Adair's action-centered leadership model. Retrieved August 2, 2007 from http://www.businessballs.com/action.htm
• Contented Employees Mean Satisfied Customers at Baptist Health Care. (2005). Training, 42(1). Retrieved November 13, 2006 from the Business Source Premier Database.
• Ciulla, J.B. (2000). The working life: The promise and betrayal of modern work. New York: Three Rivers Press.

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