MOTIVATION

Non Profit Motivation vs Public Sector Motivation

Non Profit Motivation vs Public Sector Motivation

The main purpose of the article “Work Motivation In The Public Sector: An Application Of Goal And Social Cognitive Theories”, written by Wright, (2001) is that he portrayed the sets of relations can be posited to be of particular importance for the study of public sector work motivation.

The question that the author is investigated is whether this theoretical framework can provide a valid foundation for work motivation research in the public sector, this study tested if empirical evidence can be found in public sector organizations to support the four antecedents of work motivation identified by goal-setting and social cognitive theories: job goal specificity, job goal difficulty, job goal importance and self-efficacy.

The most important information in this article is where the author showed that the private sector is facing severe domestic and foreign competition while the public sector is struggling with escalating personnel costs, sluggish productivity, federal budget cuts and declining state revenues. As a result, both sectors must take a closer look at personnel practices and their problems. Lack of a motivated work force is one of the major problems facing the public and private sectors. All that counts is the highly motivated workforce and you'll make it. A motivational solution to the nations in this position is by no means unheard of.

The main interference the key concepts to understand in the article is that during the past decade little research has been conducted to investigate the differences between private and public sector employees regarding motivation and job satisfaction indicate that "too little good research" has been conducted on the subject of the needs and attitudes of public employees. And overall "too little attention" has been paid to the management of public sector" (Rainey 1989).

To this end, one might expect nonprofit organizations to rely more heavily (than for-profit organizations) on practices that strengthen intrinsic motivation, improve adherence to group norms, and organizational pride. In order to accomplish this, following the discussion above, they may rely more heavily on wage equity. As Frank highlights, localized wage comparisons take on a particular importance. However, what is 'local' will be defined by the scope of the particular labor market. Thus, one might expect wage equity to occur within or across all occupations within an organization, or within an occupation but across organizations in a particular industry. Any of these comparisons may apply only to higher level employees — employeeial and professional employees, and technical and administrative support staff — those who have the most information about relative wages and whose workplace conduct is most dependent on self-determination. Furthermore, to the extent that wage inequity in the US has race- and gender-related components, one might expect these to be diminished in nonprofit organizations as compared with for-profit organizations.

This emphasis on wage equity in the nonprofit sector is not meant to downplay the possible importance of such factors in for-profit settings, but rather to highlight the nonprofit sector as a context ...