| 000 -LEADER |
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| fixed length control field |
01318pab a2200157 454500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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180718b2015 xxu||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Bakker, Arnold B. |
| 245 ## - TITLE STATEMENT |
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| Title |
A job demands resources approach to public service motivation |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
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| Date of publication, distribution, etc. |
2015 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
p.723-732. |
| 362 ## - DATES OF PUBLICATION AND/OR SEQUENTIAL DESIGNATION |
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| Dates of publication and/or sequential designation |
Sep-Oct |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
This article uses job demands resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day-to-day basis.- Reproduced. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Motivation |
| 773 ## - HOST ITEM ENTRY |
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| Main entry heading |
Public Administration Review |
| 909 ## - |
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| -- |
109363 |
