Unit 2 Discussion 1
Employee motivation is a necessity for the success of today’s organizations, both public and private sector organizations. Motivation cultivates purpose and direction among employees, enabling organizations to achieve their objectives (Vandenabeele, 2007). It is the responsibility of the human resource to identify the motivation theory that works well for the organization, and implement it accordingly. To put the theory into practice, the HR management has to study the public sector employees within the organization to identify the intrinsic and extrinsic factors that motivate employees.
Perry, Hondeghem & Wise (2010) notes that public sector employees are different from private sector employees. Public sector employees have a sense of duty to serve the public, that should be captured by a motivational theory. Perry, Hondeghem & Wise (2010) suggests the public sector motivation (PSM) theory as the best theory for public sector employees. PSM theory borrows from Marslow’s hierarchy of needs theory, it states that public sector employees have both intrinsic and extrinsic needs that should be met. According to the theory, public sector employees are motivated by intrinsic factors more than extrinsic factors. Public sector employees want to serve the community to the best of their ability, hence, human resource must provide the employees with the necessary facilities and resources that will enable them to serve the public well.
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The PSM theory also involves the use of extrinsic motivators in the public sectors. Though public servants are motivated by a desire to serve, extrinsic motivators such as training, feedback and engaging employees in setting goals can make a difference. Public sector employees are also motivated by recognition and rewards.
Unit 2 discussion 2
The ethical principles guiding the management of private organizations are quite differentiated from principles used in the public sector. According to Richards & Corney (2011) ethical principles guide the decision making process, and in the private sector the main objective for organizations is to make profit, hence ethical principles in the private sector are often overshadowed by the need to make profit. Richards & Corney (2011) state that there is a greater use of egotism among private sector managers, and they are more tolerant to questionable business practices.
On the other hand, the public sector tends to adopt a utilitarian ethical principle towards. A utilitarian ethical principle ensures that decisions made by an organization benefit most people. Public sector managers are expected to internalize ethical values, and they play an important role in ensuring that employees operate by the required ethical values. Public sector regulatory management tries to maintain higher levels of accountability, unlike private sector management because they are aware that the public sector is subject to scrutiny. There are different regulatory bodies that constantly scrutinize the work of public sector managers, unlike private sector managers who are scrutinize only during misconducts (Richards & Corney, 2011).
In private sector organizations, there is an emphasis on profit-oriented goals and behaviors are reinforced using rewards unlike in the public sector. There is an emphasis on short term profits, such that the management in the private sector compromise on their ethical standards more for the sake of making profit. On the other hand, public sector regulatory management tends to use both deontological and utilitarianism perspectives to enforce compliance. Managers in public institutions place emphasis on rules, while those in private institutions, place their emphasis on efficiency.
References
Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 70 (5), 681–690.
Richards, C. H., & Corney, W. (2011). Private And Public Sector Ethics. Journal of Business & Economics Research (JBER) , 4 (5).
Vandenabeele, W. (2007). Toward a public administration theory of public service motivation. Public Management Review, 9 (4), 545–556
