Motivation of public servants in Kazakhstan and Pakistan Regional Hub of Civil Service in Astana, Kazakhstan United Nations Development Programme Global Centre for Public Service Excellence, Singapore
1. What?
Motivational profile of public servants in Kazakhstan and Pakistan • Pilot study • Not previously covered in the context of public service motivation (PSM)
kazakhstan1
• Interesting backgrounds: challenging governance environment, path dependence, complex political situation
2. Why?
Aims of the study Provide a comprehensive, empirical picture of the motivational profile of public servants in Kazakhstan and Pakistan
Examine the attitudes of public servants towards their career, organisational culture and climate,
Identify what public servants see as the challenges to and opportunities for enhancing motivation and performance
Suggest ways of improving the performance system and creating a more modern, tailored, fair, and effective motivation system in public service
Scope and key questions Public service motivation How can we characterize the motivational profile of public servants, and how does this profile differ between different groups and types of public servants?
How do public servants evaluate their current working climate and culture, to what extent are they satisfied with their current working environment, and how could this environment be improved?
3. How?
Public service motivation • “… an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions or organizations” (Perry and Wise, 1990) • New Public Management vs. New Public Passion • A number of limitations
Survey design Literature review
Focus-group (“Delphi�-method)
types of motivations of public employees in developing contexts
engagement questions and exploration questions
Global section
Country-specific section
Structure
First section – respondent characteristics
Second (global) section Public service motivation (based on Perry’s scale)
Job motivation
Third (country-specific) section Job attitudes and reasons for joining
Valid and completed questionnaires (740 for Kazakhstan and 208 for Pakistan)
Perceptions of challenges and reform opportunities
Statistical measures used
01
02
03
04
Cronbach Alpha reliability tests
Descriptives of all items
Standard two-tailed Ttests
Coding of responses to open questions
4. Results
Respondent characteristics Gender (%)
Gender (%)
16.9 42.2 57.8
Female
83.1
Female
Male
Age (%)
Age (%)
12.4 0.7
0.5 23.5 25.4
34.4
17.3
Male
22.1
28.6
35.2
20-29
30-39
40-49
50-59
60 and over
20-29
30-39
40-49
50-59
60 and over
Respondent characteristics Education (%)
Education (%)
0.2
3.2 9.1
11.9 48.6
21.9
39.3
Vocational
55.7
Bachelor
Specialist
Diploma
Master
32.3
39.1
13
17
9-12
Other
8.9
5.8
5-8
Master
Years in service (%)
Years in service (%)
0-4
Bachelor
10
16.2
13-16
17-20
20 and over
0-4
5-8
9-12
22.9
15.9 9 10
13-16
17-20
20 and over
Respondent characteristics Supervisory responsibilities: yes or no (%)
Supervisory responsibilities: yes or no (%) 27.4
28.7 71.3
Yes
72.6
No
Government level (%)
Yes
Government level (%) 15.1
30.8 69.2
Central
No
27.7
63.2
Local
National
Local
Regional
Respondent characteristics Job scope (%)
Job scope (%)
11.5
14.8
27.7
20.4
17.2
43.6
60.2
4.6
Policy planning Policy implementation Regulation and oversight Administrative and management
Policy planning Policy implementation Regulation and oversight Administrative and management
Respondent characteristics Private sector and NGO experience (%)
Private sector and NGO experience (%) 55
54.3
60 50
44.8
40
50
30
45.7
45
20
40
0
10
Yes
Yes
No
Aspiration to work in private sector/NGO 80
67.9
60 40
55.2
Aspiration to work in private sector/NGOs 70
61.8
60 50
38.2
40
32.1
No
30 20
20
10 0
0 Yes
No
Yes
No
Results: Motivation and Job Motivation and Job PSM
Attraction to Policy Making Commitment to Public Interest Compassion Self-Sacrifice Extrinsic Intrinsic Job Satisfaction Person-Organization Fit Community Citizenship Behavior
KZ: n=740 Mean 3.931***
PK: n=208 Mean 4.171***
4.223 4.022** 3.903*** 3.575*** 3.731*** 4.105 3.613*** 3.629* 4.279***
4.259 4.173** 4.128*** 4.099*** 3.463*** 4.190 3.913*** 3.742* 3.217***
Comparative results Kazakhstan
Pakistan
• Score significantly higher on extrinsic motivation
• Score significantly higher on PSM and all of its dimensions
• Public servants from local government score lower on everything but “self-sacrifice” and extrinsic motivation.
• Score higher on job satisfaction and person-organization fit and community citizenship behaviour
• Public servants from central government score higher on PSM
Comparative results
Kazakhstan
• Managerial level public servants score higher on job satisfaction and person-organization fit
Pakistan • Both junior and senior public servants score higher on everything but extrinsic motivation • Non-managerial level public servants score higher on everything but extrinsic motivation
Comparative results Kazakhstan • Score lower on the awareness of job expectations • Lower score for willingness to leave for a job in another sector
Pakistan • Score lower on the question about opportunities for professional development and promotion
• Higher scores for satisfaction with the pay level
Results: Reasons for joining 5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0
4.13
Stable, secure and promising future.
4.5 4 3.5 3 2.5 2 1.5 1 0.5 0
4.11
4
3.45
2.84
2.69
A chance to A chance to learn High prestige and To increase To build a strong make a new things. social status. opportunities for network of contribution to earning income. connections. important decisions.
4.02
3.91
To learn new things
Stable, secure and promising future
3.43
3.42
3.27
2.92
High prestige and To increase A chance to To build a strong social status. opportunities for acquire authority network of earning income. and influence on connections.
Results: obstacles for enhancing motivation (%) Pakistan
Kazakhstan
Limited pay, benefits and career prospects (46.7)
Limited pay, benefits and career prospects (67.1)
Political interference/nepotism (30.8)
Political interference/nepotism (16.6)
Poor attitude and intimidation (9.7)
Uneven task distribution and long working hours (11.8)
Lack of training (6.8)
Poor work attitudes and atmosphere (2.7) Poor facilities and working environment (1.8)
Poor facilities and working environment (6)
Results: suggestions for improving motivation (%) Pakistan
Kazakhstan
Increase remuneration and introduce secondary benefits (44)
Increase remuneration and introduce secondary benefits (76.8)
Training (23)
Combat nepotism and patronage, more meritocracy (11.3)
Put an end to political interference and recruit based on merit (12.8)
Clearly define job functions, responsibilities and work processes (6.7)
Clearly define job functions, responsibilities and work processes (11)
Training (3.2)
Work conditions and work environment (9.2)
Work conditions and work environment (2)
IMPLICATIONS for personnel management and public service reform The types of motivation driving public officials in Kazakhstan and Pakistan, and how these types compare between various subgroups and agency types
How public officials in Kazakhstan and Pakistan view their working life, career prospects, and which HRM reforms they consider effective
How UNDP and local agencies can promote incentives to further improve the motivation, job satisfaction, and performance of public servants in Kazakhstan and Pakistan
IMPLICATIONS for personnel management and public service reform • Primary and secondary benefits are considered important for further improving motivation and performance, as well as fairer working conditions and more individually tailored performance, training, and development schemes. • Future HRM and personnel reform interventions should focus on further improving performance appraisal systems and opportunities for training and promotion as budgets remain limited. • Evidence from successful countries shows that performance leadership is at least as important as importing performance schemes on paper that are not enforced in practice. • More autonomy and horizontal coordination tend to enhance motivation and performance in organizational environments in which colleagues are sometimes more respected than superiors (top-down management may result in the exact opposite).
Thank you!