000			01324nam a22001817a 4500
999			_c510433 _d510433
008			190817b ||||| |||| 00| 0 eng d
100			_aHomberg, Fabian _98440
245			_aPublic motivation and continuous organizational change: taking charge behaviour at police services
260			_c2019
300			_ap.28-47.
520			_aBuilding change capabilities into public organizations is a challenge for strategic management. This study focuses on the micro‐level of extra‐role behaviours that contribute to continuous improvements in working procedures at the front‐end of organizations (i.e., taking charge behaviour; TCB). More particularly, we examine public service motivation (PSM) as a key variable mediating between perceived practices and TCB of street‐level bureaucrats. The analyses are based on survey data from a state police force in Germany (N = 1,165). Results confirm the role of PSM as full mediator, but this mediation is limited to the relationship between leadership behaviours and TCB, while perceived organizational characteristics—except for red tape—have direct positive impact on TCB. - Reproduced.
650			_aMotivation _98441
700			_aVogel, Rick _98442
700			_aWeiherl, Julia _98443
773			_aPublic Administration
906			_aCivil service
942			_cAR