Public Service Reform and Motivation: Evidence From an Employment At-Will Environment

Abstract

For nearly three decades, traditional public sector management practices have been challenged by proponents of the new public management (NPM). Public human resource management (PHRM) is frequently a target of such reform efforts given the crucial role it plays in the public management function. Traditional civil service systems, based on merit and neutral competence, have frequently been criticized for their intractability, inefficiency, and ineffectiveness. The recent trend of eliminating tenure for public employees through employment at-will (EAW) policies has received considerable attention as a mechanism for improving public sector efficiency. However, recent scholarship suggests that EAW policies have a number of obstacles to overcome. Using a 2005 survey of human resource professionals in the state of Georgia, this article assesses the impact of the EAW environment on public employee motivation. The analysis suggests that EAW policies have a significant negative impact on motivation in the workplace, particularly for minorities. The findings illustrate additional hurdles that decision makers should consider when implementing EAW systems in the public sector.

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