01820pab a2200157 454500008004000000100002200040245010700062260000900169300001500178362000800193520133600201650003201537650001501569700002601584773005201610180718b2014   xxu||||| |||| 00| 0 eng d  aDesmarais, Celine  aAll motivated by public service? The links between hierarchical position and public service motivation  c2014  ap.131-150.  aMar  aResearch into public service motivation (PSM) is currently witnessing exponential growth. However, the universal application of the concept to all categories of public employees raises questions. Indeed, the origins of the concept, which can be traced back to political science studies in the United States, may suggest that the concept applies mainly to senior management but much less to other types of employee, whose motivations seem more instrumental. Research into the antecedents of PSM has thus shown that high hierarchical levels were associated with employee profiles with a high level of PSM (Bright, 2005; Camilleri, 2007). Some authors go as far as to consider that the concept does not apply at all to blue-collar jobs (Gabris and Simo, 1995). The purpose of this article is therefore to analyse the differences between the public service motivation of operatives and that of other categories of employees. To do so, we draw on two empirical studies, one quantitative (n = 2868), conducted among the public employees of cities in 12 countries, and the other qualitative, conducted among public employees working in the technical service of a French town. Our results show that the level of PSM is not lower among blue-collar workers but that, on the other hand, it is different in nature and dimensions. - Reproduced.  aHuman resources development  aMotivation  aGamassou, Claire Edey  aInternational Review of Administrative Sciences