Abstract Despite growing evidence of the existence of public service motivation (Perry & Wise, 1990) and its effects on employee performance, we have little under-standing of what that means for management practices. How do we harness the positive effects of public service motivation to enhance employee and organizational performance? This chapter bridges the gap between our theoretical understanding of the motivational potential of public service and our applied understanding of how to ‘manage’ employee motivations. We propose that in order to create high performing government organizations, leaders should adopt strategies that incorporate public service values across all levels of the organization’s management systems.
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