Motivation & Leadership In Public Sector

Leadership & motivation in the Public Sector Some lessons from experiences in the private & public sector Laurent Ledoux EIPA 24/06/08 [email_address] Dedicated to Matthias Moyersoen

Agenda 2 Why PS modernization has not always (yet) led to higher motivation 3 Possible next steps 1 A quick & dirty overview of possible theoretical frameworks

Key elements in the evolution of organizational models A quick & dirty overview of possible theoretical frameworks “ Bureaucratic” Model Developed in the Public Sector “ Commitment” Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Imported in the Private Sector ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Imported in the Public Sector Developed in the Private Sector

What is there behind the «Commitment» model ? A simple HRM model* ? New organisational & leadership forms Motivation Individual & organizational performance Worker autonomy ,[object Object],[object Object],[object Object],[object Object],? ? ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],* Adapted from Steijn, Bram: “HRM in the public sector: a neglected subject”, PUMA/HRM (2002)13 A quick & dirty overview of possible theoretical frameworks

You focussed yesterday on Public Service Motivation and its applications* Leadership Individual Public Service Motivation Individual & organizational performance Basic psycho. needs “ satisfaction” * Adapted from Vandenabeele, Wouter: “Leadership promotion of public values: PSM as a leadership strategy in the Public Sector” A quick & dirty overview of possible theoretical frameworks Today’s focus Promotion of public values Promotion of new designs & behaviors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Today’s focus ,[object Object],[object Object],[object Object],[object Object]

Basic psychological needs satisfaction can be viewed as generic «intrinsic» rewards produced by and reinforcing self-management events* Intrinsic rewards Self-management Opportunity (Autonomy) rewards Accomplishment (Competence) rewards From Task Activities From Task Purpose * Adapted from Thomas, Kenneth & Jansen, Erik: “Intrinsic motivation in the Military: Models & strategic importance” Sense of Relatedness & Security Sense of Choice Sense of Competence Sense of Progress Sense of Meaningfulness Experiencing Relatedness & Security Choosing Activities Monitoring Competence Monitoring Progress Committing to Purpose A quick & dirty overview of possible theoretical frameworks Energy Judgments

A few building blocks to increase generic «intrinsic» rewards* A quick & dirty overview of possible theoretical frameworks ,[object Object],[object Object],[object Object],Choice - Delegated authority & trust - Security (no punishment for honest mistakes) - A clear purpose & information Competence Challenge – Knowledge - Pos. feedback & Skill recognition - High, non-comparative standards - Progress A collaborative climate - Milestones & celebrations - Access to customers - Measurement of improvement - Meaningfulness - A non-cynical climate - An exciting vision - Relevant task purposes - Whole tasks * Adapted from Thomas, Kenneth: “Intrinsic motivation at work”

«Architectural» & «charismatic» roles of leadership to increase generic «intrinsic» rewards A quick & dirty overview of possible theoretical frameworks Leading for Relatedness & Security Team building Leading for Choice Handing off Leading for Competence Coaching Leading for Progress Scorekeeping & Cheering Leading for Meaningfulness Inspiring

The recent fall of job satisfaction in the Public Sector cannot be equated to a fall in motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Why PS modernization has not always (yet) led to higher motivation * From Duvillier, Thibaut & Co: “La motivation au travail dans les services publics”

Explanations for the fall in job satisfaction (and motivation?) can be partly found in the incoherence of many HRM modernisation programs* ,[object Object],Why PS modernization has not always (yet) led to higher motivation Syndromes Incoherence Nature Proto-modernisation Internal Change in a limited number of HRM variables while the others are maintained unchanged Pseudo-modernisation Discursive Growing formalization of several HRM Variables through “objectiving” instruments Post-modernisation Contextual Changes in all the HRM variables but without modifying the way things are done Turbo-modernisation Processual Hasty top down approach, imposed without discussion on final objectives with lower and therefore without their buy-in * From Pichault, François: “Leadership et modèles de gestion des ressources humaines”

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Elements of incoherent modernisation program may affect the sense of meaningfulness Sense of Meaningfulness Why PS modernization has not always (yet) led to higher motivation

Elements of incoherent modernisation program may affect the sense of choice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sense of Choice Why PS modernization has not always (yet) led to higher motivation

Elements of incoherent modernisation program may affect the sense of competence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sense of Competence Why PS modernization has not always (yet) led to higher motivation

Elements of incoherent modernisation program may affect the sense of progress ,[object Object],[object Object],[object Object],[object Object],Sense of Progress Why PS modernization has not always (yet) led to higher motivation

Elements of incoherent modernisation program may affect the sense of relatedness & security ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sense of Relatedness & security Why PS modernization has not always (yet) led to higher motivation

Applying theory to a personal case: «my» story in the Public Sector in a cartoon by Kroll* ,[object Object],[object Object],[object Object],[object Object],Why PS modernization has not always (yet) led… * Published in TeleMoustique in 2001

Rootcauses for incoherent modernisation & motivation issues can be found to a great extent in a lack of political & managerial leadership People neglected (or used by politicians) No holistic approach (& too little IT investm.) Lack of managerial leadership Impersonal ideal of neutrality Ambiguous objectives Lack of political Leadership Reform level Underlying Beliefs Level Incoherent modernisation & its consequences (Fall in job satisfaction, motivation,…) Syndromes Why PS modernization has not always (yet) led to higher motivation

In order to increase structurally intrinsic motivation in the public sector, we need to adress rootcauses and current deficiencies in political & managerial leadership ,[object Object],[object Object],Invest massively in people with a focus on increased perf. Test coherency of programs & invest massively in IT Give managers real powers to fulfill their mandates Make HRM more personal & objective Request reforms KPIs & benchmark Make ministers more accountable for reforms Possible next steps

Final remark : u nderstanding motivational drivers is key to understand misunderstandings regarding New Public Management ,[object Object],[object Object],[object Object],[object Object],[object Object],Possible next steps

Motivation & Leadership In Public Sector

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (6)

Similaire à Motivation & Leadership In Public Sector

Similaire à Motivation & Leadership In Public Sector (20)

Plus de Blogactiv

Plus de Blogactiv (7)

Dernier

Dernier (20)

Motivation & Leadership In Public Sector