[1] Performance can be measured in different categories and various outcomes can be utilized in order to help the organization set goals and interpret the results to tweak their motivational techniques.
Previous research emphasized that PSM was influenced by various social and political factors that ultimately drive employees to take an interest in the public sector.
Perry and Wise stated that PSM is often influenced by various social, political, and institutional factors and failure on the organization's part to recognize the motivation of its employees could lead to the discouragement of such individuals from the public sector.
[2] Mission Valence is a concept formulated by Rainey and Steinbauer in 1999 that serves to provide a better understanding of what compels an employee to uphold and achieve goals within their organization.
Previous studies enhance the notion that leadership along with effective management can increase employee mission valence through its ability to promote public service motivation.
Although value based leadership is not new to the scope of public management, it is important to understand the evolution of how employers communicate the vision of the organization's purpose to their employees.
Transformational leaders create shared organizational value through "inspirational communication, ongoing practices, setting meaningful goals and designating significant work.
"[4] Under this definition, organizations have the duty and responsibility to foster an environment that allows employees to feel as if they are able to contribute to the general welfare of the public and can achieve their goals.
Wright, Pandey, and Moynihan emphasize that it is vital that organizational leaders understand the various factors that affect PSM in order help employees achieve their goals within the organization and provide for a better work environment.
[5] Kaufman's The Forest Ranger introduced the idea of an organizational culture unique to government employees in the 1960s, which contributed significantly to the field of study.
[18] Previous authors that are familiar with motivational factors associated with the public sector suggests that many employees tend to characterize themselves with pro-social identities such as caring and compassionate.
Rosenblatt reaffirms the notion that individuals aren't to concern themselves with what their driving force for may be, whether they are making accomplishments because they want to be innovative or because they want to receive a bonus, the ends will ultimately justify the means.
If an employee finds themselves in a hostile, stressful work environment this can deter motivation and counteract productivity which can ultimately effect the individuals goals, expectations, and disrupt the balance of the workplace.
Having an open approach in the workplace can help new, less experienced, employees feel a sense of involvement and value which an ultimately increase their motivation to succeed and continue with the organization and vie for its success.