Revising the PSM Perspective: A comparison between a Brazilian regulatory agency and the semi-public organization it regulates

Although Public Service Motivation theory (PSM) has been studied since Perry’s 1990 and 1996 seminal works, including studies in different countries, there are still gaps in the literature regarding its emergence and the... [ view full abstract ]

Although Public Service Motivation theory (PSM) has been studied since Perry’s 1990 and 1996 seminal works, including studies in different countries, there are still gaps in the literature regarding its emergence and the implications for public-sector employees’ attraction-selection process. This paper shows how two unique features of the Brazilian public service affect the choices made by the employees in terms of employment: the entry selection process and the career structure and progression. This paper looked at two organizations: the Oil and Gas National Regulatory Agency (ANP), a government agency, and Petrobras, the Brazilian Oil and Gas Company, a hybrid organization and formerly a state-owned enterprise. Although Petrobras´ working regimen follows private sector legislation, the company ethos has been one of a public agency and imbued with public values. This paper used a two-folded methodological approach, replicating of Perry´s survey and conducting in-depth interviews. In the first phase, 647 respondents participated in the survey (out of 2,400 from Petrobras and 800 from ANP). In the second phase, 34 self-selected respondents from both organizations volunteered to participate in an individual one - on - one interview. This study revealed that individuals are mainly attracted by a combination of extrinsic motives: job stability, higher salaries, and quality of life, placing more importance in remuneration than suggested by PSM theory. Yet, PSM indicators were higher in the hybrid firm (Petrobras) than in the public one (ANP).

Keywords: public service motivation, public management, Brazilian public sector