NOTES ON PUBLIC SERVICE EXCELLENCE #13
Public Service Motivation and the SDGs An unacknowledged crisis? The Issue: A looming crisis? Implementation of the 2030 Sustainable Development Goals (SDGs) depends on effective public service, and public services. Yet, almost everywhere, public service appears in crisis. Morale and motivation in the public sector has undoubtedly declined in many countries across both the developed and developing worlds. Public servants seem to have little trust in their own leadership. Job commitment, professional satisfaction and ethical climate in the public service is decreasing, putting at risk fairness and impartiality.1 In the long term, this could threaten citizens’ trust and state legitimacy, but in the short term may be resulting in increasing disengagement and lack of commitment, even misconduct. The extent of this crisis within public administration is unclear, yet the evidence suggests that in many countries it needs to be acknowledged as potentially a major challenge to the achievement of the SDGs. Reversing several decades of decline in public service will require ‘New Public Passion’ (NPP) through job enrichment, cocreation and credible leadership that values effective public service. Singapore is a rare exception in retaining high public service morale, but an exception that nevertheless confirms the importance of a strong public service ethos for achieving development results. The Evidence: Morale and motivation matter The role of public service in implementing and achieving international development targets has long been recognised.2 1 Christoph Demmke and Timo Moilanen, (2012), Effectiveness of Ethics and Good Governance in Central Administration of EU-27: Evaluating Reform Outcomes in the Context of the Financial Crisis, p. 23. Accessed from http:// www.integriteitoverheid.nl/fileadmin/BIOS/data/Publicaties/Downloads/Effectiveness_of_Public-service_Ethics_and_Good_Governance_in_the_Central_Administrations_of_the_EU-27.pdf on 24 August 2015. 2 Guido Bertucci and Allan Rosenbaum (eds.), (2007), ‘Implementing the Millennium Development Goals: Challenges and Responses for Public Administration,’ (New York: UN DESA). Accessed from http://www.unpan.org/ Portals/0/60yrhistory/documents/Publications/Implementing%20the%20 MDG.2007.pdf on 24 August 2015.
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Public service morale and motivation therefore profoundly affect outcomes. The decline of morale and the weakening of intrinsic motivation is emerging as an issue of potential concern for the achievement of the SDGs in developing countries around the world.
The decline of morale and the weakening of intrinsic motivation is emerging as an issue of potential concern for the achievement of the SDGs in developing countries around the world.
Employee commitment depends on: i) personal discretion at work; ii) opportunities to master new knowledge and skills; iii) tasks with a ‘higher’ purpose; iv) fair and respectful treatment in the workplace; and v) a sense of inclusion within the work group and organization.3 Many Public Sector Reforms (PSRs) cut across these and, unfortunately, the evidence suggests, have undermined morale and commitment. Stress appears to be on the rise where budgetary cuts cause a reduction in salaries and promotion opportunities.4 Public officials perceive increasing organisational and procedural injustice, such as unprofessional performance assessments and unfair recruitment decisions.5 3 Refer to literature on human resource management. 4 Demmke & Moilanen, Effectiveness of Ethics, p. 23. 5 Demmke & Moilanen, Effectiveness of Ethics, p. 95.