Public service motivation and performance: a meta-analysis of the relationship and its organizational and cultural moderators

Despite a substantial body of empirical work on the relationship between public service motivation (PSM) and performance, there has been considerable variation in the findings. This study identifies and codes 69 relevant studies, representing 237,058 respondents from 20 countries, and conducts a three-level meta-analysis to measure the average relationship between PSM and performance. The findings reveal that PSM positively affects performance (r = 0.203, 95% CI [0.164, 0.241]), but that the relationship between PSM and performance is moderated by the types of public organizations and the cultural context. Theoretical and policy implications are discussed, including the robust capacity of PSM to predict both individual and organizational outcomes. Furthermore, we highlight the necessity of accounting for cultural variations (e.g., individualism vs. collectivism) and advise public managers to create opportunities for employees to see their societal contributions.