The Motivation of Voluntary Sector Employees: A Study of the Relevance of Public Service Motivation

This thesis uses Public Service Motivation (PSM) as a mechanism to explore the values and motivations of voluntary sector employees. It does so in the context of increased outsourcing of public service delivery to the voluntary sector and questions regarding the existence of distinctive motivations amongst those employed in voluntary sector organisations. Grounded in a pragmatic philosophy, the research draws on 35 semi-structured in-depth interviews with individuals working in 19 organisations. There are four prominent findings from this study. Firstly, voluntary sector employees are shown to have a set of distinctive values and motivations. These include the four PSM dimensions but are supplemented by an oppositional identity, a belief in a cause, and a combined individual and global focus. Secondly, institutions such as the family and religious groups are found to have a function in the development of values, although transformative experiences are primarily important. Thirdly, organisations are shown to have a role to play in developing values through increasing employees' knowledge and awareness of the work of the organisation, and encouraging colleague interaction and support. Furthermore, treating employees as significant individuals, and exhibiting public values within the organisation, appear to encourage employees to enact their values. Fourthly, particular complexities in the field of motivation are revealed through the utilisation of qualitative methodology. Overall, the thesis finds that while PSM is applicable to voluntary sector employees, it does not fully explain their motivations. More generally, the thesis extends existing research regarding the development of values and the PSM process theory. It also encourages voluntary organisations to adopt participative management practices and exhibit public values due to their importance to the values-infused nature of the employment relationship in this sector. Furthermore, while the study’s findings offer some support to the government policy of outsourcing to the voluntary sector, they also suggest that there may be particular challenges due to the belief in a cause and the oppositional identity of staff. In addition, it is argued that, in the process of outsourcing, the unique culture of voluntary organisations should be protected. Finally, a number of avenues for future research are identified, including the development of a voluntary sector motivation construct, comparative research between public and voluntary sectors, and engagement in more qualitative (and longitudinal) studies