What drives public service motivation and job satisfaction? A comparison of office and hybrid workers

Abstract

Purpose The public sector is undergoing changes in work arrangements. In the turbulence that these changes bring to public employees, public service motivation (PSM) is highlighted as it is recognized as a key contributor to job satisfaction and an inhibitor of turnover intentions. Reflecting on these changes, this study aims to examine how work arrangements impact PSM and its relationship with job satisfaction. Drawing on self-determination theory (SDT), the research investigates the role of work autonomy, communication effectiveness, and the utility of training and development (T&D) in influencing PSM and evaluates whether PSM continues to promote job satisfaction under hybrid work arrangements. Design/methodology/approach This study uses structural equation modeling and multigroup path analysis, using data from the 2023 Perception of Public Officials Survey conducted by the Korea Institute of Public Administration. Findings The analysis reveals that all three factors, work autonomy, communication effectiveness, and T&D, significantly affect PSM in office settings. However, in hybrid work arrangements, T&D was the only significant contributor to PSM, whereas work autonomy was marginally significant, and communication had no influence on PSM. Furthermore, the role of PSM in enhancing job satisfaction is more pronounced for hybrid workers than for office workers. Originality/value This study contributes to the PSM literature by incorporating the effects of evolving work arrangements and emphasizing the critical role of T&D in hybrid work settings. The findings provide both theoretical insights into SDT’s application in the public sector and practical recommendations for managing and motivating public sector employees in diverse work environments.

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