A Job Demands-Resources Approach to Public Service Motivation
A Job Demands-Resources Approach to Public Service Motivation
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DOI：
10.1111/puar.12388
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发表时间：
2015-09-01
影响因子：
8.3
通讯作者：
Bakker, Arnold B.
中科院分区：
文献类型：
--
作者：
Bakker, Arnold B.
本文运用工作需求-资源理论构建了一个公共服务激励模型。公共服务的积极性决定了公共部门的雇员如何处理他们的日常工作需求和资源。积极性高的公务员能够处理他们的工作要求，防止筋疲力尽。此外，由于他们的使命感，他们有动力调动他们的工作资源，保持参与和表现良好。然而，如果工作要求一直很高，而工作资源一直很低，积极性很高的公务员就会失去心理资源，从而导致较低的PSM。因此，减少PSM可能会加强工作需求和疲惫的损失周期，并削弱工作资源和敬业度的增益周期。公共服务管理人员和雇员可以使用这种模式来优化他们的日常工作环境。
This article uses job demands-resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day-to-day basis.