Pro-social motivation,effort and the call to public service |
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| Affiliation: | 1. University of Alabama, United States; Chapman University, United States;2. Nankai University, China; University of Alaska Anchorage, United States;1. Luleå University of Technology, Sweden;2. Hanken School of Economics, Finland;3. University of St Gallen, Switzerland;4. Aalto University School of Business, Finland;5. Universidad del Desarrollo, Chile;6. University of Warwick, Business School, UK;7. Queensland University of Technology, QUT Business School, Australia;1. CAF–development bank of Latin America, Avenida Eduardo Madero 900, Edificio Catalinas Plaza, piso 15, Ciudad Autonoma de Buenos Aires, Argentina;2. School of Economics, Universidad del Rosario, Calle 12C 6-25 Bogota D.C. Colombia |
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| Abstract: | We investigate the interaction of pro-social motivation and wages in pro-social organizations with a novel subject pool, 1700 students destined for the private and public sectors in Indonesia, using a measure of pro-social motivation that exactly matches the mission of the organization. Three novel conclusions emerge. Consistent with a common, but untested, assumption in the theoretical literature, workers with greater pro-social motivation exert higher real effort. However, high pay attracts less pro-socially motivated individuals. Furthermore, we also test whether a real world pro-social organization (the Indonesian Ministry of Finance) attracts pro-socially motivated workers. We find that prospective entrants into the Indonesian Ministry of Finance exhibit higher levels of pro-social motivation than a comparable sample of general workers. |
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| Keywords: | Public sector reform Civil service Intrinsic motivation Extrinsic motivation Performance |
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