International Perspectives on the Millennial Generation
Edited by Eddy S. Ng, Sean Lyons and Linda Schweitzer
Chapter 2: Public service motivation and work preferences of the Millennials in Australia
If government organizations are to fulfill their mission of furthering the public good, then having employees who have strong norms and emotions about performing public service or high levels of public service motivation (PSM) would obviously help. Indeed, scholars from a variety of disciplines agree that PSM is important for an effective public service (Francois, 2000; Gailmard and Patty, 2007; Perry and Hondeghem, 2008). Government employees with high levels of PSM have been reported to display high levels of favorable organizational attitudes, like job satisfaction and organizational commitment (Bright, 2007; Steijn, 2008; Taylor, 2007), and behaviors, such as job performance and organizational citizenship behavior (Brewer, 2008; Kim, 2006). Individuals with higher PSM levels are also likely to be more civic-minded and engage in more pro-social acts than those with lower PSM levels (Brewer, 2003; Taylor, 2010). Given the multiple benefits of PSM to both organizations and societies, it pays for government organizations to recruit individuals with high levels of PSM. If the claims of Baby Boomers retiring in large numbers over the next few years in Australia are true (Australian Commonwealth Treasury, 2010), then targeting the Millennials or GenYs with high PSM levels is a worthwhile recruitment strategy for the Australian public service.
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