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without a formal performance appraisal system), environmental context (extent of complexity, turbulence, presence versus absence of social capital), and internal context (extent of goal clarity and consistency, organizational centralization versus decentralization, and degree of professionalism). Hatry (2007) developed an alternative, the Total Performance Measurement System (TPMS), which has been adopted by some of the selected federal, state, and local governments. This multidimensional approach combines organizational input–output, client feedback, and employee attitude surveys to assess productivity.
Motivation In an environment of increased competition spurred by globalization, one of the principal challenges of HRM is to motivate the employees under the condition of a limited budget, decreased prestige, and increased scrutiny. Motivating the young generation for public employment is a challenge when they are attracted by the opportunities in the private sector. It is also important to retain the employees. According to Perry and Wise (1990), PSM arises from the distinct belief that the public servants are different from the private sector counterparts. In public administration, PSM has been defined in several different, but compatible ways. Perry and Wise defined PSM as “an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations” (1990, p. 368). The definition clearly emphasizes motives, such as civic duty and compassion that are commonly associated with public organizations. In a later analysis of PSM and government effectiveness, Rainey and Steinbauer (1999) offered a more general definition of PSM. They viewed it with altruism in referring to PSM as a “general, altruistic motivation to serve the interests of a community of people, a state, a nation or humankind” (1999, p. 20). The Rainey and Steinbauer (1999) definition is similar to that of Brewer and Seiden (1998), who defined the concept as “the motivational force that induces individuals to perform meaningful … public, community, and social service” (1998, p. 417), emphasizing its behavioral implications and applicability beyond the public sector. Mann (2006) mentions the other characteristics, which include a deeper desire to make a difference, an ability to have an impact on public affairs, a sense of responsibility and integrity, and a reliance on intrinsic rewards as opposed to salary or job security. PSM is a key component of the development function in human resource management (Mann 2006).
