(BQ) Part 2 book "Understanding and managing public organizations" has contents: Understanding people in public organizations - motivation and motivation theory; leadership, managerial roles, and organizational culture; managing organizational change and development; advancing effective management in the public sector,.and other contents. | CHAPTER NINE UNDERSTANDING PEOPLE IN PUBLIC ORGANIZATIONS Motivation and Motivation Theory O bviously the people in an organization are crucial to its performance and to the quality of work life within it. This chapter and the next one are concerned with the people in public organizations. They emphasize public employees’ motivation and work-related values and attitudes. This chapter defines motivation and discusses it in the context of public organizations. It then describes the most important theories of work motivation. Chapter Ten describes concepts important to the analysis of motivation and work attitudes, including concepts about people’s values, motives, and specific work attitudes such as work satisfaction. It covers the values and motives that are particularly important in public organizations, such as the desire to perform a public service, and values and attitudes about pay, security, work, and other matters that often distinguish public sector managers and employees from those in other settings. These topics receive attention in every textbook on organizational behavior because of their fundamental importance in all types of organizations. In public organizations and public management they have been receiving even greater attention in recent years than in the past. The . Office of Personnel Management (OPM) (2013) surveys federal employees and managers (687,000 in 2012) about their perceptions and attitudes about leadership in their agencies, their work satisfaction. 257 258 Understanding and Managing Public Organizations The OPM Web site for the surveys encourages agency representatives to compare their agency’s results with the government-wide results and with those of other agencies. Obviously, OPM representatives and OPM stakeholders regard employee attitudes and perceptions as very important, and regard the surveys as a valuable diagnostic resource. One such stakeholder is the Partnership for Public Service, a nonprofit organization .
