FOSTERING PUBLIC SERVICE MOTIVATION THROUGH WORKPLACE TRUST: EVIDENCE FROM PUBLIC MANAGERS IN TAIWAN
Article first published online: 5 JUN 2013
© 2013 John Wiley & Sons Ltd.
Special Issue: Symposium: The Future of Public Service Motivation Research. Edited by Wouter Vandenabeele, Gene Brewer and Adrian Ritz
Volume 92, Issue 4, pages 954–973, December 2014
How to Cite
CHEN, C.-A., HSIEH, C.-W. and CHEN, D.-Y. (2014), FOSTERING PUBLIC SERVICE MOTIVATION THROUGH WORKPLACE TRUST: EVIDENCE FROM PUBLIC MANAGERS IN TAIWAN. Public Administration, 92: 954–973. doi: 10.1111/padm.12042
- Issue published online: 18 DEC 2014
- Article first published online: 5 JUN 2013
- Manuscript Accepted: 22 MAR 2013
- Manuscript Revised: 12 MAR 2013
- Manuscript Received: 3 AUG 2012
The existing literature addressing antecedents of public service motivation (PSM) focuses on personal predisposition and institutional shaping. The authors offer a focus that differs from previous studies, arguing that workplace trust as a result of human interaction and personal choice has a bearing on PSM. It is postulated that public managers' trust in citizens, trust in colleagues, and trust in agency leaders enhance their PSM. The authors test this proposition by using data collected from middle managers working in the Taiwan central government and it receives strong support. This study brings trust into the study of PSM, facilitates interdisciplinary dialogues, and thus helps make PSM a type of knowledge that pushes back the boundaries of public administration.