公共服務「動機」之應用與實踐：職能理論的觀點   全文下載

Application and Practice of Public Service Motivation: Perspective from Competency Theory

公共服務「動機」（public service motivation, PSM）的概念自從1990年被正式提出後，成為公共行政學界乃至於跨領域的重要議題。除了規範性的學術討論之外，PSM已走向實證研究，更被期待進一步成為實務性的人力資源管理工具。職能是衡量員工具有的潛在基本屬性，這些潛在屬性不僅與職場及即將擔任的職務有關，更可以預期工作績效的表現。職能構面包括技能和知識，也涵蓋自我概念、特質和動機等內隱性職能。職能理論為PSM的研究提供實務應用的框架。具體而言，PSM包括理性動機、規範動機和情感動機，屬於內隱性職能。組織應透過工作分析來確定不同職位所需的職能構面，以及與PSM的搭配。
在理解PSM的本質後，公部門可以有效地進行人員甄補，確保遴選具備高PSM者。人格測驗能夠有效區辨動機背後的個人特質，因此，透過人格測驗可評估應試者在PSM的表現。相關的人格測驗工具，如評分的傳記資料、以行為為基礎的面試、以及內隱社會認知測驗，都能夠深入理解應試者內在特質。最後，在甄補高PSM的人才之後，對於現職者更需要創造支持性的工作環境，以維持組織成員的PSM。

Since the formal introduction of Public Service Motivation (PSM) in 1990, it has become a significant topic of public administration and interdisciplinary studies. Beyond academic discussions, PSM has progressed into empirical research and is expected to evolve into a practical human resource management tool. Competence is used to measure the underlying characteristics that employees possess, which not only are related to the workplace and the positions they will hold but also predict job performance. Competency dimensions include skills and knowledge, as well as hidden competencies such as self-concept, traits, and motives. Competency theory provides a practical framework for PSM application. Specifically, PSM encompasses rational motives, normative motives, and affective motives, all of which are considered hidden competence. Organizations should conduct job analysis to identify the competence dimensions required for different positions and their alignment with PSM.
Understanding the essence of PSM enables the public sector to effectively recruit personnel, ensuring the selection of individuals with high PSM. Personality tests can effectively observe the personality traits behind motives, allowing for the evaluation of candidates’performance in PSM. Relevant personality assessment tools, such as scored biographical data, behavior-based interviews, and implicit social cognition tests, can provide a deeper understanding of candidates’intrinsic traits. Finally, after recruiting high PSM talent, it is essential to create a supportive work environment to maintain the PSM of organizational members.