Instructions1) Review the Milestone Two Guidelines and Rubric PDF document, which is located in the Assignment Guidelines and Rubrics section of the course. It contains all requirements and detailed instructions for this paper.Helpful hints for additional information:Review the Validity and Reliability website.Watch the six-minute Milestone Two video.2) Reread the Methods section of all three articles you used in Milestone One.3) Begin writing your Milestone Two paper. Contact your instructor with any questions!4) I have attached my Milestone one with has the articles I have selected. Please no plagrism and APA format only. If you need any help please follow the rubric and guidelines.
RUNNING HEAD: Project Milestone One
Angelica Williams
Final Project Milestone
September 4, 2022
Williams 1
RUNNING HEAD: Project Milestone One
Williams 2
Employee Motivation
Introduction
Employee motivation, devotion, and inventiveness are all tied to workplace motivation.
Regardless of the situation in the economy, finding ways to motivate employees is a perennial
management concern. A company cannot thrive without an engaged staff. It is the daily zeal with
which a company’s personnel approach their work. Without it, businesses do less work, get fewer
results, and are less likely to reach their most important goals.
Article one: Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International comparison
of public and private employeesÂ’ work motives, attitudes, and perceived rewards. Public
Administration Review, 75(3), 479-489.
Many managers and leaders strive to motivate their teams to operate at higher levels of
effectiveness and efficiency. Wage hikes and other financial incentives should go without saying
that they would boost morale. But what if it is correct? Is it true that “more money means more
work”? Are public and private sector employees motivated differently? Managers and leaders
may increase productivity by tailoring their management practices to the specific needs of their
teams. This is feasible provided they have a firm grasp on what motivates their personnel.
In their 2015 study, Bullock, Stritch, and Rainey studied the organizational commitment
levels and intrinsic and extrinsic motivations of employees in the public and private sectors. This
research aimed to determine if these two groups were distinct, which group was more sensitive to
various incentives, and whether or not these differences were constant across countries. They
RUNNING HEAD: Project Milestone One
Williams 3
provided an excellent four hypotheses for this research. The first hypothesis was that publicsector employees would be more benevolently motivated than private-sector employees. The
second hypothesis highlighted that employees in the public sector received higher social benefits
from their jobs than those in the private sector. Third hypotheses, projected that workers in the
private sector would place a higher value on a higher income than those in the public sector. The
fourth hypotheses, thought private sector workers would be more loyal to their employers than
public sector workers.
Four dependent variables and two independent variables were discovered (Bullock et al.,
2015). Employers in the public sector and those in the private sector were the two distinct groups
of independent variables. Four dependent variables were looked at: loyalty to the organization,
the desire to make money, the desire to help others, and the belief that one’s activities have a
positive effect on society.
The International Social Survey ProgrammerÂ’s Work Orientation 2005 survey provided
the data for this research (Bullock et al., 2015). Although 32 countries supplied replies, two were
rejected from the study due to a lack of information. Researchers used selective responses from
employees in the public and private sectors. Half of those polled were males, and half were
women, ages 16 to 90.
The dependent variable responses were evaluated using T-tests and ordinary least squares
regressions (Bullock et al., 2015). Employees were asked three questions about their
commitment and excitement for their jobs to assess organizational commitment. Two questions
revealed the degree to which employees were driven by a desire to serve others and the
importance they put on producing work that had a good influence on society. A single study
RUNNING HEAD: Project Milestone One
Williams 4
investigated the relationship between high income and job satisfaction. In addition, two questions
were devised to assess participants’ understanding of the societal impact of their work. After age,
gender, a supervisory position, and educational level were taken into account, the data was
separated by country and looked at.
When we evaluate the data hypothesis by hypothesis, we see that the first that public
sector employees are more altruistically driven is tied to the concept of public service as the
dependent variable (Bullock et al., 2015). The initial concept was bolstered further by
discovering that this variable was much higher among public-sector employees than among
private-sector workers. The second hypothesis focused on the perception of social impact and
argued that public sector personnel valued their job more than private sector workers. The study’s
authors concluded that public officials emphasize social impact more than their private-sector
colleagues. It was detected in all 30 of them, with a significance level. of 05 in 29 and.10 in the
final. This discovery gives credence to the hypothesis. According to the third hypothesis,
workers in the private sector would prefer a better income. Even though twenty-ten of the thirty
countries had a p-value of 0.10 or less for the private sector’s greater contribution to national
GDP, this tendency was especially noticeable in the developing world. Despite the correlation
being weaker than in the previous two suggestions, the authors believe there is enough data to
support this hypothesis. The data did not support the third hypothesis, which expected privatesector enterprises to be more committed than public-sector organizations. 22 of the 30 countries
showed increasing engagement in the public sector, with 16 demonstrating importance at the
0.10 level.
According to a study, public sector employees are motivated more by the opportunity to
make a good impact via their job than by financial benefits (Bullock et al., 2015). They
RUNNING HEAD: Project Milestone One
Williams 5
discovered that this conclusion was consistent across a variety of nations. This information backs
up the idea that good leadership in the public sector can boost morale by pointing out the link
between employee work and the organization’s contribution to society.
Article two: Cowley, E., & Smith, S. (2014). Motivation and mission in the public sector:
Evidence from the World Values Survey. Theory and decision, 76(2), 241-263.
Employees in the public sector are more motivated by personal views than those in the
private sector. But, as the phrase goes, there is an exception to every rule. Cowley and Smith
(2014) assess the paradox by evaluating worldwide statistics on the influence of corruption on
the motivation of public sector employees. They did so on the assumption that fewer enthusiastic
public officials would exist in a more corrupt nation. In other words, the more corruption there
is, the less motivated individuals are; as a result, those who would have worked in the public
sector may choose to work in the private sector.
The perception of corruption, as judged by the Corruption Perceptions Index, is the
independent variable in this study (Cowley & Smith, 2014). A dependent variable is employees’
intrinsic motivation in the commercial and public sectors. It is based on the responses of 35,000
employees participating in the World Values Survey. Thirty thousand participants from 51
different countries participated, representing a broad range of political systems, socioeconomic
backgrounds, and cultural traditions. The data utilized to evaluate the idea came from several
previous inquiries and research. However, not every country went through this. Numerous
examples demonstrated that the private sector was the only area to locate highly motivated
employees. “Why?” was the natural follow-up inquiry. The findings indicate that corruption
RUNNING HEAD: Project Milestone One
Williams 6
significantly affects poor morale among government employees. As a consequence, the
hypothesis is confirmed.
The authors believe their inquiry will go down one of two paths. First, corruption has a
bad influence on the motivation of public workers, but the actual problem is a mismatch between
employees’ views of the organization’s aim and the goal itself (Cowley & Smith, 2014). Second,
governments must understand how important purpose alignment is for getting smart, independent
people to work for them.
Compared to their colleagues in the private sector, employees in the public sector are
more worried about the beneficial impact their employment has on society than their financial
stability (Bullock et al., 2015). They have strong internal urges that can be fueled even when
monetary benefits are unavailable. Financial incentives have been shown to have the opposite
effect, discouraging employees from giving their all in the face of those who stand to benefit
directly from their efforts (Bellé, 2015). The cautionary tale is that this strategy is only effective
in areas with minimal commercial corruption. If not, the individual will likely quit the
government and work in the private sector (Cowley & Smith, 2014).
Article three: Bellé, N. (2015). Performance?related pay and the crowding out of motivation
in the public sector: A randomized field experiment. Public administration review, 75(2),
230-241.
Is it feasible that awards might boost the motivation of public sector personnel, even
though they often have internal motivations? Bellé (2015) tested this hypothesis with monetary
and non-monetary performance-related pay (PRP) incentives. Two possibilities emerged from
this investigation. The first was that publicizing contributions and beneficiaries would reduce the
RUNNING HEAD: Project Milestone One
Williams 7
incentive’s motivating impact. On the other hand, it was expected that enhanced prosocial
awareness and a visible reward would decrease motivation.
Three groups of 100 registered nurses were allocated randomly to a group of 300
registered nurses from a single Italian LHA (Bellé, 2015). They were in charge of producing
medical supplies that would be shipped to a battle zone. One team was paid a certain sum
regardless of how many kits were created. Other individuals earned performance-based
remuneration in addition to their normal income. The third worker received the regular income
and the symbolic bonus provided to the top performers. Participants were separated into two
groups: those told their performances would be aired for everyone to watch and those told they
would be recorded but not broadcast. The independent variables for the first hypothesis are a
fixed salary, a monetary bonus, a symbolic incentive, and whether or not performance is made
public. Half of the nurses assembled surgical kits for a patient who had directly benefited from
them; the other half did the same for a control group who had not. The first hypothesis’
independent variables, including the subject’s exposure to the relevant variable, were dependent
on the second hypothesis. Both assumptions were contingent on the number of participants who
assembled surgical kits.
To begin, contrary to common perception, Bellé (2015) discovered that financial
incentives or bonuses were less successful when their performance was made public. Given this
outcome, it is possible to accept the hypothesis. When participants were exposed to someone
who profited from the kits, when they were given financial incentives, and when their
performance was made public, negative associations were seen. This lends credence to the
second idea.
RUNNING HEAD: Project Milestone One
Williams 8
Based on their results, the researchers concluded that financial incentives might
demotivate individuals motivated by social benefits (Bellé, 2015). Furthermore, receivers will be
much less influenced if these incentives are made public than they are today. People are less
motivated to work hard when they feel their efforts benefit others. This highlights why public
institutions should be cautious when providing financial incentives for extraordinary
performance. Another thing to remember is that when financial incentives are in place, public
officials’ exposure to individuals who benefit from their work negatively influences performance.
Lastly, research has shown that prizes that aren’t money, like certificates for extraordinary
achievement, can have the same effect as money prizes without adding to the problems we’ve
been discussing.
RUNNING HEAD: Project Milestone One
Williams 9
References
Bellé, N. (2015). Performance?related pay and the crowding out of motivation in the public
sector: A randomized field experiment. Public administration review, 75(2), 230-241.
Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International comparison of public and
private employeesÂ’ work motives, attitudes, and perceived rewards. Public
Administration Review, 75(3), 479-489.
Cowley, E., & Smith, S. (2014). Motivation and mission in the public sector: Evidence from the
World Values Survey. Theory and decision, 76(2), 241-263.
RUNNING HEAD: Project Milestone One
Angelica Williams
Final Project Milestone
September 4, 2022
Williams 1
RUNNING HEAD: Project Milestone One
Williams 2
Employee Motivation
Introduction
Employee motivation, devotion, and inventiveness are all tied to workplace motivation.
Regardless of the situation in the economy, finding ways to motivate employees is a perennial
management concern. A company cannot thrive without an engaged staff. It is the daily zeal with
which a company’s personnel approach their work. Without it, businesses do less work, get fewer
results, and are less likely to reach their most important goals.
Article one: Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International comparison
of public and private employeesÂ’ work motives, attitudes, and perceived rewards. Public
Administration Review, 75(3), 479-489.
Many managers and leaders strive to motivate their teams to operate at higher levels of
effectiveness and efficiency. Wage hikes and other financial incentives should go without saying
that they would boost morale. But what if it is correct? Is it true that “more money means more
work”? Are public and private sector employees motivated differently? Managers and leaders
may increase productivity by tailoring their management practices to the specific needs of their
teams. This is feasible provided they have a firm grasp on what motivates their personnel.
In their 2015 study, Bullock, Stritch, and Rainey studied the organizational commitment
levels and intrinsic and extrinsic motivations of employees in the public and private sectors. This
research aimed to determine if these two groups were distinct, which group was more sensitive to
various incentives, and whether or not these differences were constant across countries. They
RUNNING HEAD: Project Milestone One
Williams 3
provided an excellent four hypotheses for this research. The first hypothesis was that publicsector employees would be more benevolently motivated than private-sector employees. The
second hypothesis highlighted that employees in the public sector received higher social benefits
from their jobs than those in the private sector. Third hypotheses, projected that workers in the
private sector would place a higher value on a higher income than those in the public sector. The
fourth hypotheses, thought private sector workers would be more loyal to their employers than
public sector workers.
Four dependent variables and two independent variables were discovered (Bullock et al.,
2015). Employers in the public sector and those in the private sector were the two distinct groups
of independent variables. Four dependent variables were looked at: loyalty to the organization,
the desire to make money, the desire to help others, and the belief that one’s activities have a
positive effect on society.
The International Social Survey ProgrammerÂ’s Work Orientation 2005 survey provided
the data for this research (Bullock et al., 2015). Although 32 countries supplied replies, two were
rejected from the study due to a lack of information. Researchers used selective responses from
employees in the public and private sectors. Half of those polled were males, and half were
women, ages 16 to 90.
The dependent variable responses were evaluated using T-tests and ordinary least squares
regressions (Bullock et al., 2015). Employees were asked three questions about their
commitment and excitement for their jobs to assess organizational commitment. Two questions
revealed the degree to which employees were driven by a desire to serve others and the
importance they put on producing work that had a good influence on society. A single study
RUNNING HEAD: Project Milestone One
Williams 4
investigated the relationship between high income and job satisfaction. In addition, two questions
were devised to assess participants’ understanding of the societal impact of their work. After age,
gender, a supervisory position, and educational level were taken into account, the data was
separated by country and looked at.
When we evaluate the data hypothesis by hypothesis, we see that the first that public
sector employees are more altruistically driven is tied to the concept of public service as the
dependent variable (Bullock et al., 2015). The initial concept was bolstered further by
discovering that this variable was much higher among public-sector employees than among
private-sector workers. The second hypothesis focused on the perception of social impact and
argued that public sector personnel valued their job more than private sector workers. The study’s
authors concluded that public officials emphasize social impact more than their private-sector
colleagues. It was detected in all 30 of them, with a significance level. of 05 in 29 and.10 in the
final. This discovery gives credence to the hypothesis. According to the third hypothesis,
workers in the private sector would prefer a better income. Even though twenty-ten of the thirty
countries had a p-value of 0.10 or less for the private sector’s greater contribution to national
GDP, this tendency was especially noticeable in the developing world. Despite the correlation
being weaker than in the previous two suggestions, the authors believe there is enough data to
support this hypothesis. The data did not support the third hypothesis, which expected privatesector enterprises to be more committed than public-sector organizations. 22 of the 30 countries
showed increasing engagement in the public sector, with 16 demonstrating importance at the
0.10 level.
According to a study, public sector employees are motivated more by the opportunity to
make a good impact via their job than by financial benefits (Bullock et al., 2015). They
RUNNING HEAD: Project Milestone One
Williams 5
discovered that this conclusion was consistent across a variety of nations. This information backs
up the idea that good leadership in the public sector can boost morale by pointing out the link
between employee work and the organization’s contribution to society.
Article two: Cowley, E., & Smith, S. (2014). Motivation and mission in the public sector:
Evidence from the World Values Survey. Theory and decision, 76(2), 241-263.
Employees in the public sector are more motivated by personal views than those in the
private sector. But, as the phrase goes, there is an exception to every rule. Cowley and Smith
(2014) assess the paradox by evaluating worldwide statistics on the influence of corruption on
the motivation of public sector employees. They did so on the assumption that fewer enthusiastic
public officials would exist in a more corrupt nation. In other words, the more corruption there
is, the less motivated individuals are; as a result, those who would have worked in the public
sector may choose to work in the private sector.
The perception of corruption, as judged by the Corruption Perceptions Index, is the
independent variable in this study (Cowley & Smith, 2014). A dependent variable is employees’
intrinsic motivation in the commercial and public sectors. It is based on the responses of 35,000
employees participating in the World Values Survey. Thirty thousand participants from 51
different countries participated, representing a broad range of political systems, socioeconomic
backgrounds, and cultural traditions. The data utilized to evaluate the idea came from several
previous inquiries and research. However, not every country went through this. Numerous
examples demonstrated that the private sector was the only area to locate highly motivated
employees. “Why?” was the natural follow-up inquiry. The findings indicate that corruption
RUNNING HEAD: Project Milestone One
Williams 6
significantly affects poor morale among government employees. As a consequence, the
hypothesis is confirmed.
The authors believe their inquiry will go down one of two paths. First, corruption has a
bad influence on the motivation of public workers, but the actual problem is a mismatch between
employees’ views of the organization’s aim and the goal itself (Cowley & Smith, 2014). Second,
governments must understand how important purpose alignment is for getting smart, independent
people to work for them.
Compared to their colleagues in the private sector, employees in the public sector are
more worried about the beneficial impact their employment has on society than their financial
stability (Bullock et al., 2015). They have strong internal urges that can be fueled even when
monetary benefits are unavailable. Financial incentives have been shown to have the opposite
effect, discouraging employees from giving their all in the face of those who stand to benefit
directly from their efforts (Bellé, 2015). The cautionary tale is that this strategy is only effective
in areas with minimal commercial corruption. If not, the individual will likely quit the
government and work in the private sector (Cowley & Smith, 2014).
Article three: Bellé, N. (2015). Performance?related pay and the crowding out of motivation
in the public sector: A randomized field experiment. Public administration review, 75(2),
230-241.
Is it feasible that awards might boost the motivation of public sector personnel, even
though they often have internal motivations? Bellé (2015) tested this hypothesis with monetary
and non-monetary performance-related pay (PRP) incentives. Two possibilities emerged from
this investigation. The first was that publicizing contributions and beneficiaries would reduce the
RUNNING HEAD: Project Milestone One
Williams 7
incentive’s motivating impact. On the other hand, it was expected that enhanced prosocial
awareness and a visible reward would decrease motivation.
Three groups of 100 registered nurses were allocated randomly to a group of 300
registered nurses from a single Italian LHA (Bellé, 2015). They were in charge of producing
medical supplies that would be shipped to a battle zone. One team was paid a certain sum
regardless of how many kits were created. Other individuals earned performance-based
remuneration in addition to their normal income. The third worker received the regular income
and the symbolic bonus provided to the top performers. Participants were separated into two
groups: those told their performances would be aired for everyone to watch and those told they
would be recorded but not broadcast. The independent variables for the first hypothesis are a
fixed salary, a monetary bonus, a symbolic incentive, and whether or not performance is made
public. Half of the nurses assembled surgical kits for a patient who had directly benefited from
them; the other half did the same for a control group who had not. The first hypothesis’
independent variables, including the subject’s exposure to the relevant variable, were dependent
on the second hypothesis. Both assumptions were contingent on the number of participants who
assembled surgical kits.
To begin, contrary to common perception, Bellé (2015) discovered that financial
incentives or bonuses were less successful when their performance was made public. Given this
outcome, it is possible to accept the hypothesis. When participants were exposed to someone
who profited from the kits, when they were given financial incentives, and when their
performance was made public, negative associations were seen. This lends credence to the
second idea.
RUNNING HEAD: Project Milestone One
Williams 8
Based on their results, the researchers concluded that financial incentives might
demotivate individuals motivated by social benefits (Bellé, 2015). Furthermore, receivers will be
much less influenced if these incentives are made public than they are today. People are less
motivated to work hard when they feel their efforts benefit others. This highlights why public
institutions should be cautious when providing financial incentives for extraordinary
performance. Another thing to remember is that when financial incentives are in place, public
officials’ exposure to individuals who benefit from their work negatively influences performance.
Lastly, research has shown that prizes that aren’t money, like certificates for extraordinary
achievement, can have the same effect as money prizes without adding to the problems we’ve
been discussing.
RUNNING HEAD: Project Milestone One
Williams 9
References
Bellé, N. (2015). Performance?related pay and the crowding out of motivation in the public
sector: A randomized field experiment. Public administration review, 75(2), 230-241.
Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International comparison of public and
private employeesÂ’ work motives, attitudes, and perceived rewards. Public
Administration Review, 75(3), 479-489.
Cowley, E., & Smith, S. (2014). Motivation and mission in the public sector: Evidence from the
World Values Survey. Theory and decision, 76(2), 241-263.
