An honour to be coveted

Pride, recognition and public service

Bibliographic Data

ID9782408
AuthorsKenneth Kernaghan (Brock University, corresponding author)
Year2001
Volume44
Issue1
Pages67-83
Publication date2001-03-01
Open AccessYes
TypeARTICLE
VenueCanadian Public Administration (JOURNAL)
Journal identifiersISSN: 0008-4840 • E-ISSN: 1754-7121
PublisherWiley (PUBLISHER • GB)
DOI10.1111/j.1754-7121.2001.tb02044.x
OpenAlexW2015632205
LanguageEN
Citations received4
References cited2

Efforts to enhance public‐service pride and recognition are based in large part on three related propositions: that an increase in public servants' pride will lead to improved performance; improved performance will lead to greater public recognition of the public service; and greater public recognition will increase public servants' pride. These propositions can be examined by relating the concepts of pride and recognition to those of organizational commitment, job satisfaction, motivation and morale. Intrinsic incentives and less tangible extrinsic incentives are more important to public servants than to private sector employees. Given the relative scarcity of tangible extrinsic rewards in the public sector, governments are well advised to ensure adequate provision of less tangible rewards like appreciation and approval. Among the major future‐oriented government initiatives affecting pride and recognition are measures to foster a learning organization, to promote citizen‐centred service through effective use of information and communications technology, and to move the public service from a rules‐based towards a values‐based institution

Business · Economics · Government (linguistics · Incentive · Political science · Pride · Public relations · Public sector · Public service · Scarcity · Service (business · Marketing · Ombudsman and Human Rights · Public Policy and Administration Research

Tools

Open DOISci-Hub