Paper short abstract:

This paper outlines an emerging and distinct public sector reform and management paradigm in policy and academia, which focuses very much on the individual and their intrinsic or internal psychological drivers, rather than on systems and extrinsic rewards.

Paper long abstract:

With policy problems that are complex, involve multiple actors, and cut across policy arenas and political boundaries, there is a need for public management approaches which can address this. I argue that there is an emerging and distinct paradigm, in academia and policy, which builds on existing approaches but focuses very much on the individual, both those within public bureaucracies and non-bureaucrats engaged in public service. This nascent paradigm focuses on intrinsic or internal psychological drivers, rather than on systems and extrinsic rewards. It builds on psychological theories of motivation, in particular the concept of public service motivation; social identity; and values. Reform suggestions include: pay structures that do not crowd out those with high intrinsic motivation; allowing autonomy to craft solutions; a supportive social environment; and leadership which emphasises the public and social value of work. For researchers there is a need to embrace a pluralist research agenda which identifies universal drivers of motivation for public service but also the values within a specific context that give rise to public service in that instance. While not a comprehensive framework, this turn to the individual provides a new lens through which to understand public service and public management, and new tools with which to promote them.