Contoh Proposal

MINISTRY OF NATIONAL EDUCATION
NATIONAL SCHOOL FOR POLITICAL AND ADMINISTRATIVE STUDIES
THE DOCTORAL SCHOOL IN ADMINISTRATVE SCIENCES
DOCTORAL THESIS
Scientific coordinator:
Ph.D professor Lucica MATEI
Ph.D candidate:
Ctlin-Ionu CORNEA
Bucharest
2013
MINISTRY OF NATIONAL EDUCATION

NATIONAL SCHOOL FOR POLITICAL AND ADMINISTRATIVE STUDIES
THE DOCTORAL SCHOOL IN ADMINISTRATVE SCIENCES
The management of Human resource

motivation in public administration
- Extended summary -
Scientific coordinator:
Ph.D professor Lucica MATEI
Ph.D candidate:
Ctlin-Ionu CORNEA
Bucharest
2013
CONTENT
INTRODUCTION
CHAPTER I
THE MOTIVATION AND THE MOTIVATIONAL THEORIES : THE THEORETIC BASIS
OF PRACTITICES IN THE PUBLIC ADMINISTRATION
I.1. The approach of human resources reflected in the literature on the subject
15
I.2. Ways of motivation and approach examples of human resources...
16
I.3. Comparative analysis regarding the motivational theories.
18
I.3.1. Maslow's needs hyerarchy theory...
19
I.3.2. The X Theory an the Y Theory..
22
I.3.3. The ERD-ERG Theory...
22
I.3.4. The bifactorial Theory
23
I.3.5. Theory of the three factors.
24
I.3.6. Expectations Vroom's Theory
24
I.3.7. Adams's Equity Theory..
25
I.3.8. Job characteristics theory
26
I.3.9. Self-determination theory...
27
I.3.10. The intrinsic motivation theory
28
I.3.11. Extrinsic motivation theory..
28
I.3.12. The cognitive evaluation theory
29
I.4. The chapter's conclusions
30
CHAPTER II
MOTIVATION IN THE PUBLIC SERVICE
II.1. The public service reflected in the literature on the subject and European practice..
31
II.2. The theory of public service motivation. Introduction...
32
II.3. Defining motivation in public service
34
II.4. The motivation in public sector versus motivation in public service
35
II.5. The motivation process..
36
II.6. Motivational values
36
II.7. Motivational types..
37
II.8. A movives' classification
37
II.9. The antecedents of public service motivation
39
II.10. Behavioral implications
40
II.11. The incidence of extrinsic motivation and its role...
41
II.12. Intrinsic and extrinsic motivation of the effort done
42
II.13. Public service motivation: immutable or temporary analysis..
43
CHAPTER III
HUMAN RESOURCES MOTIVANIONAL METHODS AND TECHNIQUES IN THE
PUBLIC ADMINISTRATION
III.1. Motivation's factors..
47
III.2. Engagement towards work..
50
III.3. Public function reform through professional motivation of the employees in the
public administration
51
III.4. The motivational dilemma of public servants: the cult of law or the market's logic? 52
III.5. The psychological motivation lack in the work's economy.
52
III.6. Mechanisms for consolidating moral and motivation..
52
III.7. Organizational specificity and motivation
53
III.8. Resizing organizational stimulents' systems
55
III.9. Demotivation obstacle for employees' efficiency.
55
III.10. The reflection of human resources motivation system in the Romanian legislation
analysis..
56
III.11. Motivation of the employees in Romanian public administration - case study
58
CHAPTER IV
GOOD PRACTICES IN MOTIVATING HUMAN RESOURCES
IV.1. Motivation's structures..
64
IV.2. Delegating decisions.
65
IV.3. The effective remuneration...
65
IV.4. Using stimulents
66
IV.5. Creating partnerships
67
IV.6. Motivating teams...
67
IV.7. Using feedback.
68
IV.8. Leading in changing times
68
IV.9. The best practices in motivating human resources..
69
IV.10. The best-fit methods in motivating human resources
70
IV.11. The correct recruitment simplifies the effort to motivate employees analysis
70
CHAPTER V
TOWARDS A MOTIVATION MODEL
V.1. Introduction
72
V.2. Motivating the public servant that occupies general public functions, the public
manager and the public administrator - case-study
73
V.3. A contingent approach
76
V.4. The chapter's conclusions...
77
GENERAL CONCLUSSIONS
79
BIBLIOGRAPHY.
87
INTRODUCTION
The concept of motivation of human resources is imposed in organisations'
management as a result of management's self-awareness that what determines human
resources to be performat is also interested in reaching the assumed goals in the
organisational level.
Naturally, all organisations are interested in identifying solutions for obtaining
sustainable levels of employees' performance. This means a special attention from the
organisation's management, from human resources management and from the department
management on how the employees must be better motivated through different means like
stimulents, bonuses, leadership, other benefits, but also in the backround they sustain their
work. From this perspective, the goal is developing a motivational process and a working
environment that will allow enployees to manifest the results that organisation's manager
imposed.
Identifying the most effective means of employees' motivation, as essential role of
human resources' management, represents a permanent challenge for managers, no matter
the sector. Moreover, the motivation of human resources in the public system is of special
interest not only for theoreticians, but also for practitionars, taking into account the
particularities of a public organisation opposed to a private one. The neccesity of
understanding the human resources' motivational implications in public administration is
by far more important because misunderstanding them could have a short-term effect, but
also a long-term effect, on a short-term effect could conduct to an employees' low
performance and on a long-term effect, a distorsion of public sector's ethic1.
The contemporary society knows a permanent process of public sector's tasks'
diversity , tasks that implies significant changes public in the institutions' structure and
activity. This kind of transformations happen and must be produced at all levels of public
administration's organisation, including human resources motivation, the system's people
representing the engine of all reformation process of public service.
The great risk2 in developing politics in public sector, including human resources
politics, is that of treating private sector as a private company, because such a solution
doesn't succeed in identifying those special reasons specific to the public sector, the way in
which a bureaucracy operates and the level of social and democratic values. That's the
1
Crewson, P., E., 1997, Public Service Motivation: Building Empirical Evidence of Incidence and
Effect. Journal of Public Administration Research and Theory, 499-518, p. 500
2
Perry, J., L. and Wise, L., R., 1990, The Motivational Bases of Public Service, Public
Administration Review, 367-73, p. 371
6
reason why identifying elements that integrate the motivation in public sector establishes
an essential process public administration reform.
The motivational literature in public service is recent enough, having as a starting
point the analysis of the differences between the stimulation sistems of public and private
sectors and the analysis of the public service's ethics by Rainey3, procedure followed by
the efforts of Perry and Wise4 to develop the concept of motivation in public service.
Perry is the one that achieved a statement and an explanation of the concept, his works
being a starting point for the motivational literature in public service.
The main premise of literature concerning motivation in public service considers
that public sector employees or public clerks are different of those that work in the private
sector. The analysis and discussion regarding this aspect highlighted the differences
between the public and private sectors in the same profession's aspect, in the same way that
being the engineersi5 that work for the government, in comparison with the ones that
work for private companies. A big distinction in the debate of public-private took into
account if a category works for financial payment that is acquired in a company with profit
and if the other category takes into account a reward associated with a goal, other than
profit or additional to financial profit.
The theory of motivation in public service - TMSP6 doesn't exclude the extrinsic
stimulation or even financial stimulation of state's agents, but considers that in the
conditions that the issue of decent wages is solved not only in the public sector, but also in
the private one, we can see at public clerks a series of reasons that are essential in directing
behaviour and that aren't related to financial reward, but
with fullfilment of tasks
connected to public good and to helping the others, tasks that are specific to public service.
These reasons had been analysed and associated with a type of motivation specific to
public service.
The structure and organisation of the thesis
The PHD thesis The human resources motivation management in public
administration deals with a maximum importance subject for the public administration
reform in Romania, that being the motivation of human resources. Not only that the subject
Rainey, H., G., 1982, Reward Preferences Among Public and Private Managers: In Search of the
Service Ethic, American Review of Public Administration, 288-302
4
Perry, J., L. and Wise, L., R., 1990, The Motivational Bases of Public Service. Public
Administration Review, 367-73
5
Crewson, P., E., 1995, The Public Service Ethic, American University
6
Public Service Motivation (PSM)
7
is contemporary for the literature on the subject, but also it is one of constant
preoccupation at the level of public institutions' management. Therefore, for supporting
and increasing these reform procedures of public administration in Romania, procedures
that took place in the last 10 years, not only at the level of every institution, but also at the
system level, the present study offers motivational instruments of human resources, the
most important resource of a public institution.
The first chapter of the research proposes an introduction in the subject of human
resources management in the public administration and the multitude of aspects in which
this subject was approached in time. This chapter approaches the multitude of reflection
forms of human resources management in the literature on the subject, presenting many
motivational theories used in the organisations' management which imposed some
elements in the public institutions' management, too. This chapter highlights the general
backround of employees' motivation, backround that is neccesary for going on a more
specific one, on the employees' motivation in the public system, employees that are
partially motivated by other/ and other elements besides the ones from the private sector,
afterwards advancing with a very specific reserch applied to the public system employees
from Romania.
The second chapter presents the motivational theory in the public service, theory
developed in the literature on the subject as a result of the low efficiency of using
motivational theories based on the rational choice idea. Therefore, the presentation, the
analysis and the critics that I address to this theory in my research represents the central
line of the present study and the essential elements that human resources managers from
the public administration have to strongly know for that may take into discussion in a
medium period of time a work improvement of the Romanian clerks. The chapter wants to
highlight those specific reasons of a public clerk in comparison with an employee in the
private sector. The distinct motivational elements are presented in this chapter under the
perspective of the many researches made in the literature on the subject by the countries of
Western Europe and mainly by United States of America.
The last part of this chapter proposes a redefinition of the motivational theory in the
public service or a contextualised understanding, analysing its permanence. Therefore,
although is understood in the literature on the subject like an intrinsic motivation, the
research made in this study showed that there are also extrinsic elements that can have a
certain influence on losing or consolidating of MSP. From this perspective, it was analysed
the hypothesis linked by the permanent or temporar feature of motivation in the public
8
service, human resources managers being able to identify, after reading this research,
examples of extrinsic aspects that could reduce or consolidate MSP.
The third chapter of the thesis identifies and analyses the multitude of
motivational influences and factors that have an impact on the employees, but also
methods and techniques of human resources motivation in the public administration.
Different concepts applied in public institutions' management, having as a starting point
the bureaucratic management and as a continuation up until the new public management,
created different models in which the public clerk was wanted to be motivated and was
expected to do his job's tasks with maximum performance and efficiency. This chapter has
also a case-study in motivating the employees from the public administration in Romania.
This study represents a coherent image of the motivation in the public administration in
Romania, achieved as a result of applying a statistical questionnaire to the public
administration employees in Romania in September-October 2010. The questionnaire was
applied not only to the public statutory clerks (managerial public clerks, executional public
clerks, public clerks with specific tasks), but also to the contract employees from centre,
from decentralised public administration to the teritorial administrative units level and
local public administration.
The fourth chapter has as a starting point the essential role of one organisaton's
management in motivating human resources, proposing solutions and good practices in
public clerks' management. Even if the public system can have efficient policies for
employees' motivation growth, even if at institutional level can exist coherent strategies for
clerks' motivation, the institution's manager has the decisive role in directing employees'
efforts towards a common goal.
Another significant issue from public administration's human resources in
Romania, the excessive fluctuation of personnel, is analysed in the present chapter. The
issues that stand up against an efficient motivation of human resources are multiple and
they have to be analysed under every aspect, a significant challenge for the system's reform
being the necessity of a greater stability of some of the decisional functions and a lower
fluctuation of the whole administrational personnel. The motivation of public
administration's employees can't be achieved or isn't achieved satisfactory if the public
system's employees aren't likewise the model of public clerk given by the motivation
theory in the public service. Furthermore, it is necessary that in the process of recruiting
public administration's employee to also test the public service's motivation. The public
function isn't just a job. The public function presumes the existence of an intrinsec
9
motivation of the clerk, a previous-hiring motivation in public administration. Therefore,

taking into account these aspects, but also the structure issues of the contemporan
recruiting system of public clerks in Romania, this chapter also proposes a reform of this
specific recruiting system, a reform that can bring the necessary guarantees that future
employees from public system are by far more prepared and have the intrinsic motivational
elements that require from the public clerks likewise they are specified by the motivational
theory in public service. In spite of all that, the thesis doesn't rely on the recruiting domain,
reason for which this chapter doesn't give all the necessary details, following that these
reasons to be analysed in their essence in a new research based on the subject of recruiting
public clerks.
The fifth chapter of this research proposes a new approach of the employees'
motivation in the public administration, identifying solutions to the analysed issues in the
research, a motivation model, an arbitrary approach. Therefore, for the motivation of the
public administration's employees, the present chapter suggests that specific solutions of
the theories that have as a basis the rational choice must take into consideration also
specific elements of public clerks' motivation that are better identified by the motivational
theory in public service. On the other hand, the human resources manager must take into
account that MSP isn't permanent, like it was suggested by the literature on the subject, but
it can be influenced in positive or negative ways by extrinsic factors that were analysed in
the present research. An arbitrary approach of human resources motivation must take into
account also the need of balance between using the best available practices and the
constant adaptation to the type and context of each institution.
The research's objectives
The work has as goal to achieve a research's study in the domain of human
resources motivation in public service, to observe motivational elements and their
transformations in the public administration in Romania and to identify solutions for that
the institutions' management could influence positively the motivation and without doubt
the employees' achievement in public administration. For this project to be achieved, the
work presents not only an analysis of the literature on the subject, but also a significant
empirical research based on the reality of human resources motivation from public
institutions in Romania.
Objective no. 1 is the study of contemporary situation of the research in the domain
of human resources' motivation in the public administration. In the framework of this
objective I took into consideration the analysis of the literature on the subject regarding the
10
motivation in the public administration, using as bibliographic resources especially the

British literature on the subject, but also the French and the Romanian ones.
Objective no. 2 is represented by the observation of the motivational elements and
of their transformations in the public administration in Romania. The achievement of this
objective was wanted to be as an X-ray of the employees' motivation from public
administration in Romania, one that could allow us to draw valid conclusions that could be
used by the human resources managers, in particular, and by the public function
management, in general.
Objective no.3 assumes the development of a practical instrument of motivational
methods of human resources used in public institutions, coordinated with different
situations in which it could be applied, both seen through a contingent approach of the
motivational means of human resources. Even if the use of the most modern instruments
for motivating human resources in the public system faces in some cases difficulties taking
into acoount the legal and procedural constrains, in many cases, these limits can be
compensated with a good preparation of the human resources manager and the use of
instruments at your disposal. With this purpose, the paper presents many techniques that
can be used for increasing employees' motivation.
Objective no.4 aims the identification of those external domains of motivation that
have a significant impact on the efficiency of the motivational process of employees. The
present research demonstrates that there are a series of external motivational aspects that
have a fundamental impact on the process of motivation and for that reason they have to
be taken into consideration when making motivational strategies. The possibility of having
well-motivated employees depends also on the recruiting process or on the improvement
one. These aspects are interconnected and they have to be seen as a whole.
The research's hypothesis
The PHD degree thesis is organised starting from a relevant research hypothesis
within the disciplinary domain of administrative sciences: the way in which the human
resources manager can influence the employees' achievements in the public administration
or the way in which is carried out the motivational function of human resources in the
public sector.
The basic premises of literature concerning the motivation in public service
considers that the reasons that determine the public clerks to act are different of those that
determine employees to work in the private sector. The analysis and the discussion
regarding this aspect have highlighted the differences between the public and the private
11
sectors. A big difference between public-private debate has taken into consideration if a
category works for financial reward that is earned in a company that has profit and if the
other category considers another reward associated with a purpose, other than profit or
additioned to financial profit. From this perspective, the question from which this research
begins is to see if, in Romania, the role of financial stimulents for public administration's
employees is relevant.
The theme approached in this research reffers to a contemporary issue and of
special importance in the context of society's dynamics at the beginning of the XXI-st
century, the human resources management.
The option of choosing the research theme was stimulated also by the fact that,
although the Romanian public opinion is aware of the fact that a sustainable reform of
public services can't be achieved without well-prepared and motivated number of clerks,
there aren't significant examples in our public system yet that could lead us to the
conclusion that human resourses management in the Romanian public system, as it is done
at the moment, succeeds in creating a high degree of motivation of public clerks. This
choice was supported also by the neccesaty of identifying the different approaches in the
research of human resources in the public service, mainly aiming the identification of some
key-elements from the Romanian perspective of public administration function.
On the other hand, identifying important elements from the most relevant
motivational theories, the present paper focuses over a modern motivational theory of
human resources in public administration, the theory of public service motivation, theory
that is analysed and completed by the present research from the limited aplicability
perspective in the Romanian administrative context. Therefore, although the motivation in
public service has been associated in the literature on the subject with an intrinsic
motivation, this paper gives arguments that there also are (especially in the Romanian
social administrative context) extrinsic elements that influence the persuasion of the
intrinsic factor, conclusioning that the MSP isn't permanent.
Likewise, one can notice that a correct reform process of public function has to take
into account not only the motivation of public agents, but also a correct process of
recruiting them. From this point of view, the present paper reaches also the topic of
recruiting public clerks, but only from the perspective of the connection with the
possibility of identification right from the recruiting moment of those people who have
MSP, that have intrinsic elements that recomment them as good state agents and for whom
any motivational effort made by a public institution to be taken into consideration.
12
Therefore, the recruiting issue is analysed strictly from the perspective of reform of the
recruiting system for the new employees to have MSP like it is shaped in the literature on
the subject.
Methodology
The research in the present paper was carried out takind into consideration the
traditional concept of the scientific method7, through the integrated use of empiric data
with theory. The analysis of the literature on the subject regarding the motivation of human
resources in public administration was completed by a strategy of research using the
empiric investigation of a contemporary phenomenon8, based on the application of a
questionnaire regarding the employees' motivation in public institutes, the study and
observation of motivational activities of human resources within the different organisations
of public administration, the study and analysis of the factors that influence the personnel's
fluctuation.
The research was carried out through the following methods:
- the method of bibliographic study on the subject;
-the method of working hypothesis, obtaining experimental data through empirical
research and the hypothesis cheking on this data basis;
-the inquiry method in the shape of the questionnaire for the stuty on the motivation in the
public system in Romania;
-the documents' analysis, of some decisions of the public institutions (hiring personnel,
decisions on financial motivation etc.);
-case-studies regarding: motivating employees from public administration in Romania, the
personnel fluctuation from public institutions, motivating public clerks according to their
position in the system;
-analysis regarding: the persistence of motivation in the public service, the analysis of the
motivational system in the Romanian legislation, the relationship between the fair
recruiting of public clerks and the following motivational instruments;
-the observation method coordinated with the employees' interview from public
sector.
In the first place it was taken into consideration the establishment of the objectives and
hypothesis of the research. These allowed the sudy of the literature on the subject, the
7
Punch, K., F., 2005, Introduction to Social Research, Quantitative and Qualitative Approaches,
2nd edition, London, Sage Publications, p. 8
8
Robson, C., 2002, Real World Research, Blackwell Publishers, p. 178
13
elaboration of the bibliographic synthesis and the detailed analysis of the intrinsic and
extrinsic motivation and their roles in the individual and organisational performance in the
public sector.
The following stage in elaborating the paper was the analysis of the motivational
theories, of their role in the performance increase in public sector and the limitations that
these theories present, followed by the analysis of human resources' motivation in the
Romanian public administration. For the analysis of human resources motivation in the
Romanian public administration were used, mainly, three investigation methods: the
inquiry based on the questionnaire (the application of a statistic questionnaire to the
employees from the Romanian public administration) and the documents' analysis (the
analysis of the human resources' dynamics in the public institutions), but also the
observation of the activity within public institutions.
During September-October 2010 was applied a statistic questionnaire to the
employees of Romanian public administration with the goal of knowing some important
aspects concerning the motivational process of the employees within the public
organisations. The questionnaire was applied on 580 employees from public sector9.
The investigation implied the passing through the following stages: the preparation
of the inquiry, organising the action of inquiry, evaluation of the results. For the data given
by the questioned people to have a higher accuracy, their anonymity was assured.
The second research on the human resources motivation in the Romanian public
administration aimed an analysis of human resources dymanics in public institutions, takint
into consideration mainly the personnel fluctuation in public institutions and putting the
emphasis on the human resources' motivation and on its dynamics. In carrying out this
analysis, as primarily data sources for the inquiry there were used activity reports of the
aimed institutions, institutional strategic planns, legislation modifications, looking if the
human resources dynamics was influenced by the motivational politics, if these were, at
their turn, influenced by certain managerial orientations of the organisation or by certain
political and legislational changes made by higher forums of the organisation. The analysis
over the human resources motivation in Romanian public administration achieved with the
From these public managerial clerks (50), public executional clerks general functions
(councillor, expert, referrent, inspector 410), public clerks specific functions (high public clerks
10, public managers 60), contract employee (european business councillor 30, public
administrators 20). The sudy is based on the employees' answers from the central level, the
decentralized public administration to the territorial administrative units and to the local public
administration.
9
14
help of activity observation within the public institutions aimed the recording of the
effective behaviour of employees from administration (managerial and executional
personnel, public clerks, contractible employees and dignitaries), what they do and not
what they say to do.
The study of employees' behaviour from administration, in the natural context that
it produces, followed to capture the aspects that have to do with organising and goingthrough activities within the institutions, the way in which the management comes to deal
with the legal rules, the practical necessities and political influences concerning the hiring
and motivating human resources.
CHAPTER I
THE MOTIVATION AND THE MOTIVATIONAL THEORIES: THE
THEORETIC
BASIS
OF
PRACTICES
IN
THE
PUBLIC
ADMINISTRATION
I.1. The approach of human resources reflected in the literature on the subject
What does the motivation mean? The motivation of the working place is often
associated with the concepts of working satisfaction, involvement or working engagement,
likewise a higher empowerment of executional levels for complete handful tasks (as
preparation and instruments had to the disposal), but that they couldn't achieve in the past
in the absence of an exclusive bureaucratic decision of a hierarchical superior.
The
decision of the hierarchical superior, one exclusively bureaucratic and didn't involve a
quality consideration in addition (better knowledge) must be lower at the closest inferior
decisional level for debureaucratizing, and also as a result of the decisional delegation. The
action of motivating a person implies his/her mobilization for reaching a goal through
presenting arguments in favour of the actions that the person is going to carry on10.
Contemporary society is constantly in change, organizations are in turn subject to
permanent changes in its own structure, to be determined in primary influences business
environment. Importance of the human element is thus essential for any organization to
handle permanent adaptations in the mode of work. Organizations must make an effort to
hire qualified personnel on the available post, staff who charged correctly importance of
10
To motivate: bringing arguments in favour of an action, mobilising; motivating: the action of

motivating; motivation: all the motives and procedures (conscient or not) that determine somebody
to do an action or reach for certain goals; Dicionarul Explicativ al Limbii Romne, 1996,
Academia Romn, Institutul de Lingvistic Iorgu Iordan, Editura Univers Enciclopedic
15
labor and brings value-added tax organization. This can be achieved when human
resources are motivated and have a positive attitude to the performance and development
of the organization, in particular by reporting to external environment of the organization
itself.
The concept of motivation is a wide one, comprising a series of meanings such as
"positive" concepts: best salary, well-defined purposes, management spirit, understanding
human psychology or "negative" concepts such as handling of individuals. Motivation is
the engine of action, variable that directs behavior every day. Any action that we make is
justified on a number of factors which energizes, activates and support behavior.
The origin of the word 'motivation' is found in Latin word 'movere' with direction
of motion, this by pushing in on the action a person. The word motivation can be used to
explain human behavior. A sportsman success can be attributed to its high motivation,
while a pupil/student who avoids effort and deepening of knowledge may be considered
that he/she is not motivated. From this point of view, the recognition of the role and
contribution had by an employee within the framework of an organization is important for
the consolidation of motivational consolidation. A high moral standing leads to loyalty and
dedication to the organization. A low moral standing may lead to absences, lack of
employment, employees leaving the organization to search for jobs outside organization, in
the hope that will also identify desired satisfaction there for the work performed.
I.2. Ways of motivation and approach examples of human resources

Performance organization is directly linked to the motivational level of employees. An
organization with demotivated employees is more exposed to fluctuations of the staff,
breaches of internal regulations, lack of concentration in achieving the organizational
objectives.
Prof. Matei Lucica11 shows that literature has identified the causes of the low level
of accomplishment of the tasks of service by civil servants, namely: too many rules, the
level too low of the delegation and of decentralisation , a too high political influence, too
low motivation, structures excessively centralized, cumbersome procedures.
Crewson considers that the assay of motivation - performance, an important aspect
is that of the commitment to the organization that can be defined as being as far as the
individual shall be identified and is involved in an organization. From an operational point
11
Matei, L., 2006, Management Public, Editura Economic, Bucureti, ediia a II a, p. 287, 289
16
of view, the commitment to the organization involves a combination of three distinct

factors necessary for: a strong trust and acceptance of organization's aims and values, the
desire to work hard for the organization and desire to remain member of the organization.
The commitment of individuals is very important in organizations with limited resources
of financial incentives for motivating the human resource. Therefore, Porter12 shows that
individuals with a strong commitment to the organization are more predisposed to
continue the active participation in the organization, even if they are not satisfied with the
salary, while Romzek1 shows that for such employees, attaining the desired organization
is closely linked to the fulfillment of personal values. Romzek13 shows a scale of a
commitment to the organization: the very dedicated employee, the one with a strong
commitment, the one with a moderate commitment, the one with a marginal commitment,
and the alienated. By analysing performance impact on officials that reforms in American
public system in the past forty years had, Rainey and Kellough14 considers that no one has
offered yet sufficient evidence that American government agencies have a poor
performance as a result of a substantial part of their employees that have poor performance
and which retains the workplace because of protective regulations with regard to the public
function. The temptation of any persons involved in reform is to identify top quality
practices in the private sector and to implement them to government agency.
Armstrong15 considers that the process of motivation of the human resource is too
many times undermined by simplistic assumptions of the manner in which motivation is
working. The process of motivation is a complex one. People have different needs, they
may determine different purposes to satisfy these needs, and follows specific actions to
achieve these purposes. It is wrong to assume that the approach to the motivation of the
person is valid for all of us. And that is why, consideration of payment on the basis of
performance as being essential for motivation of individuals is a simplistic approach.
Porter, L., W., Steers, R., M., Modwaz, R., T. i Boulian, P., V., 1974, Organisational
Commitment, Job Satisfaction and Turnover Among Pszchiatric Techinicans, Journal of Applied
Pszcology, 59:5:603-9, citat n Crewson, P., E., 1997, Public Service Motivation: Building
Empirical Evidence of Incidence and Effect, Journal of Public Administration Research and
Theory, 499-518, p. 508
13
Romzek, B., S., 1990, Employee Investment and Comitment: the Ties That Bind, Public
Administration Review, 50:3:99-106, citat n Crewson, P., E., 1997, Public Service Motivation:
Building Empirical Evidence of Incidence and Effect, Journal of Public Administration Research
and Theory, 499-518, p. 508
14
Rainey, H., G. and Kellough, J., E., 1998, Civil Service Reform and Incentives in the Public
Service, for the conference on The Future of the Merit System: Twenty Years after the Civil
Service Reform Act, Washington D.C, p. 6
15
Armstrong, M., 2007, A handbook of human resource management Practice, 10th edition, Kogan
Page, p. 252
12
17
Motivational patterns practices are more likely to function effectively if they are based on a
correct understanding of the elements involved.
Also, Camilleri16 considers that, as high levels of motivation in public service are
important for successfully implementing operational and organisational changes, it is
necessary a detailed knowledge of the relationship between the personal attibutes of
motivation in public service, on the one hand, and their impact over performance, on the
other hand.
The motivation is one of the absolute necessary means of the organisatorical
change. The organisational reforma, the change, can't achieve but only and if just onlyas a
result of an awareness of the necessity of such a process after assuminf and internalising
the decission. These are the steps of changing motivation shape.The motivation refers to a
complex process, not only to individual elements, but also to an organizational dimension
for reaching a wanted and identifiable result. In thid direction, Perry i Porter17 identify
the motivation with the forces that energise, direct and sustain behavior. The people are
stimulated to act by so various factors, vith very different experiences and consequences.
In this respect, Ryan18 shows that people can be motivated because they value an activity
or because there is a powerful external constrain. They can be made to act by a stable
interestor by a stimulent.
I.3. Comparative analysis regarding the motivational theories

The study of motives that stand at the basis of the people's actions was a constant
preoccupation, in the last hundred years identifying a series of motivational theories that
try to justify the human behavior and substantiate the process in which the organisational
management must to be done for bringing maximum of performance to the employees. If
the initial theories had a more general feature, their general information making them
applicable until some point even nowadays, afterwords more specific theories came to
justify the employees' behavior from various domains or sectors, for example the
motivational theory in the public service, theory that comes to rule out a wide series of
16
Camilleri, E., 2006, Impact of Personal Characteristics and Public Service Motivation on the
Performance of Public Sector Employees in Malta, European Group for Public Administration
Annual Conference, Bocconi University, Milan, Italy, p.1
17
Perry, J. and Porter, L., W., 1982, Factors Affecting the Context for Motivation in Public
Organizations, Academy of Management Review, 89-98, p. 29
18
Ryan, R., M. and Deci, E., L., 2000, Self-Determination Theory and the Facilitation of Intrinsic
Motivation, Social Development, and Well-Being, American Psychologist, Vol. 55, No. 1, 68-78,
p. 69
18
assumtions regarding the public servants' motivation in accordance with the traditional
motivational theories. The present chapter makes an analysis of the motivational theories
and the way in which these can influence the employees' activity within an organization.
From these, the needs' hyerarchy theory of Maslow, bifactorial theory, but also intrinsic
and extrinsic motivational theories that are points of reference for analysing employees'
motivation in public administration, analysis that is more detailed in the following
chapters.
I.3.1. Maslow's needs hyerarchy theory

The psichologist Abraham Maslow elaborated one of the most known motivational
theories, the needs' hierarchy theory. Initially published in the paper Motivation and
Personality19 in 1954, like a general theory of motivational psichology, and because its
utility of the theoretic model was taken over later by the organisational theoretician
McGregor (1960), the needs' hierarchy being adapted and incorporated in applications
within more domains, especially in the human resources' management.
Prof. Ctlina Bonciu20 shows it is normal that human personality bot take into
consideration all the needs equally, but in an order, establishing the priorities after certain
criterion that transforms them into objectives to achieve. These needs present themselves
under the shape of functional requirements. The possibility of satisfaction may be looked
at absolutely (if this process is or not achievable) and relatively (on the basis of the
restrictions that appear facing the certain modality of satisfying the coscient need).
Maslow's studies evolves from the traditional, psichological analysis of people;s
disfunctions and their behavior's negative part towards the positive part of human
behavior, what comes in contradiction with the ideas on the employees' management
promoted in Taylor's scientific management theory that regards strictly the utilitarian,
material side of human motivation. His attempt is therefore wider than of Taylor's and
wanted to identify what determines people to work for social recognition, what a healthy
man thinks and by what he is motivated, a healthy man meaning especially that man who
enjoys all the motivational elements. Therefore, Maslow shows that the health isn't only
the absence of disease or its opposite. Any motivational theory that worth the attention
19
Maslow, A., H., 1954, Motivation and Personality, New York, Harper & Row
Bonciu, C., 2007, Introducere n Managementul Resurselor Umane, Editura Credis, Bucureti, p.
47
20
19
must take into consideration the highest capacities of strong and healthy men, but also the
defensive maneuvres of harmed spirits21.
The five categories of needs22 taken into consideration in their hierarchical order,
as it can be seen in Figure no. 1, present as such:
The physiologic needs represent the first level of needs identified by Maslow.
These are basic needs like food, shelter, rest, clothing and all the other that determine and
assures the existence and survival of man as a being. From this perspective, Maslow
reports himself strictly to the existential factors that determine the individual to act. All
these essential needs can be assured at organizational level through a corresponding
financial payment, good working conditions, corresponding working hours etc., for these
reasons they are basic elements that have to be taken into consideration in the human
resources management.
The hysical and social security needs involve a special attention that employees'
give to work security conditions, the way in which the organization is involved in
maintaining the contemporary status of employee, the way in which the organization is
involved in salaries' growth depending on the inflation rate, rewards for special working
conditions and contribues to ensuring a pension at the end of professional activity.
The social or association needs, membership - affection, identifified by Maslow in
the human behavior analysis include the need for friendship and affection, the need for
membership or association with a group, for solidarity, in general for satisfying interhuman
relationship. Within professional activity, these needs are the ones that can determine the
horizontal development of decisional structure of the organization, this manifesting
through the wish of contact and collaborate with the other employees, of creating powerful
connections within the working team etc.
The esteem and social recognition needs refers to a person's need of being more
than a simple member of a group, of having a much better image in his/her own eyes, but
also in the others' eyes, so that the members of the group respect and appreciate his/her
efforts and accomplishments. To the organizational level, we can talk about satisfying
these needs in the moment of successful accomplishment of a task, of a project and
especially in the moment of promotion on a new job. These moments have a powerful
21
Maslow, A., H., 1954, Motivation and Personality, New York, Harper & Row, p. 14
physiological needs, safety needs, belonging - love needs, esteem needs, and the need for selfactualization
22
20
motivating factor for the individual, contributing to shaping of a trusty feeling in

himself/herself, prestige, power.
The self-actualization, remarkability, personal achievement needs represents the
highest hierarchical level of Maslow's pyramid, containing the needs of perfecting the
creation talent and spevial accomplishments in the professional domain, meaning the useat
the highest level of the potential of every employee for achieving the professional goals.
Armstrong23 appreciates that the motivational process of human resources is far too
many times undermined by simplist assumptions in connection with the way in which
motivation works. The motivational process is a complex one. People have different goals
to satisfy these needs and follow specific actions for reaching these goals.
Subsequent analysis on the Maslow's needs hyerarchy showed that this theory was
created and is still valid for the American middle class of the 1950's. Therefore, Gert
Hofstede finds, for example, that in the cultures with a higher degree of avoiding risk, the
security need is on a superior scale than socialising need and even than self-actualization
need, point of view that reverse the initial hyerarchy. Moreover, it is found that needs like
harmony or family support, characteristic to collectivist cultures, isnt found in the
pyramid elaborated by Maslow24 .
In a comparative analysis of motivational needs in Chinese and American cultures,
Nevis25 elaborated a Chinese version of needs' pyramid and found that in the Chinese
society are taken into consideration only four categories of needs: socialising needs,
physiological needs, security needs and self-actualization needs. Therefore, unlike
Maslow's pyramid, in the Chinese pyramid the socialising needs have taken the place of
physiological needs, as basic needs, starting from the premises that man is a social being
and his existence out of society is hard to imagine. In accordance with this theory,
satisfying physiological needs before social ones, like Maslowe proposed, wouldn't
motivate at all the Chinese employees.
Also, Armstrong26 shows that an important involvement of Maslow's theory is that
superior needs, like of esteem and fullfillment assures the most powerful motivation, their
23
Page, p. 252
24
Byars, L., L and Rue, L., W., 1987, Human resource management, Irwin Ed., p.138
25
Nevis, E., G., 1983, Cultural Assumptions and Productivity: The United States and China, Sloan
Management Review, Vol 24, 3:17-29, p. 85
26
Page, p. 258
21
importance growing as they are satisfied. In spite of all that, the fullfillment need, of selfactualization can never be satisfied.
I.3.2. The X Theory an the Y Theory

Analising Maslow's theory, McGregor Douglas elaborated in his book, The human
part of the enterprise27, published in 1960, concepts regarding Theory X and Y, theory that
has at its basis two sets of statements disposed at the opposite extremes of the behavioral
continuum.
Prof. Blaga28 shows that, although they are based on extreme behavior and are
simplified, the theories elaborated by McGregor can be identified practicallythrough
managers' attitude towards employees. Therefore, these attituted are influenced by
contextual particularities, existing situations when, even if a manager finds himself
predominantly in the Y theory, to be more indicated or even necessary to be used an
approach based on the concept of the X theory.
Heller Robert29 considers that the way in which people are led has a special impact
over their behavior. It is useful therefore that the manager adapt his leading style to the
different personalities that he has in his team and to the different situations in which the
employees can find themselves.
I.3.3. The ERD-ERG Theory

A more recent variant of the needs' theory was written by Clayton Alderfer whose
approach reduces the Maslow's needs hyerarchy to three need categories: existencial (Eexistence), relatedness (R-relatedness) and of progress-growth (G-growth)30. Alderfer
intend such a growth of aplicability degree of needs' theory to organisational conditions, in
accordance with the three categories of individual needs that must be gradually satisfied.
Prof. Ctlina Bonciu31 considers that motivational politics based on ERD theory is
richer in decisional variants.Unlike the needs' hyerarchy theory, Alderfer considers the
return to the existential needs an example of regression observed in the individual's
27
The Human Side of Enterprise

Blaga, E., 2011, Dezvoltare organizaional. Management organizaional. Managementul
resurselor umane, Editura Didactic i Pedagogic, Bucureti, p. 19
29
Heller, R., 1999, Managing People, Essential Managers, Dorling Kindersley, London, p. 22
30
Cornescu, V., Marinescu, P., Curneanu, D., Toma, S., 2003, Management. De la teorie la
practic, Editura Universitii din Bucureti, p. 185, disponibil electronic la:
http://isop.mai.gov.ro/avizier/Manuale%20management/Management_general.pdf
31
50
28
22
frustration. Therefore the manager has at his/her disposal the possibility of determing the
person to keep himself/herself to the concrete needs' level or the possibility of stimulating
the employee to advance towards a new level of needs less concrete.
I.3.4. The bifactorial Theory

Staying motivated theory-hygiene developed by Frederick Herzberg has been used
as an alternative to Maslow's theory to study customer satisfaction at the workplace. By
developing and changing hierarchy of needs theory of Maslow, Frederick Herzberg
simplifies the number of categories' determining factors of motivation and come to the
conclusion that there are 2 groups of factors that affect employee's feelings toward his
work32:
- factors of hygiene or extrinsic (context of labor and their relationship with
the environment);
- factors of motivation, increase or intrinsic ( labor's content)
Theoretical foundations of the model the bifactorial mosel of motivation is
located in Maslow's hierarchy and includes all the advantages and disadvantages arising
from here.
Center point of this theory of Herzberg consists of the affirming
discontinuity between factors which produce satisfaction and those which produce
increasing sedition in professional activity. Prof. Ctlina Bonciu33 stresses that taking
into account the factors of hygiene is of no consequence of the extent of satisfaction, as
strengthening of growth factors has positive impact on satisfaction in work, and so on
results. Not taking into account the true role over the factors of the motivation is the basis
of insatisfaction.
Prof. Popa and Filip34 show that the main difference between the analysis of
Maslow and Herzberg has in view optics that the latter has in the concept of satisfaction.
Unlike of Maslow, Herzberg does not consider increasing sedition as the opposite of
satisfaction, but them as two distinct entities. In the understanding, the opposite of
satisfaction is not increasing sedition, but the lack of satisfaction.
Cornescu, V. i Bonciu, C., 1999, Managementul Resurselor Umane, Politici publice i

administraie public, Editura Trei, Bucureti
33
52
34
Popa, I., Filip, R., 1999, Management internaional, Editura Economic, Bucureti, p. 67,
disponibil online la http://www.scribd.com/doc/86937377/9/Motivarea-personalului
32
23
Watching the consequences of satisfaction's lack, on the one hand, and the lack of
insatisfaction, on the other hand, Herzberg exposes the two major groups of factors.
I.3.5. Theory of the three factors

The three factors theory starts with the idea that all of the reasons that causes a man
to act are learned, even biological requirements cannot become pulses until are not linked
to the certain indicators that may indicate their presence or absence. This theory,
substantiated by D. McClelland and Atkinson in the early 60'S identifies three basic factors
in motivation, the organization, understood as the progress of the work by providing three
types of needs35:
1. the need for power, expressing the wish to be important, to have influence on
people;
2. the need for affiliation, expressing the wish of friendship, collaboration and
relationships;
3. the need for achievement, expressing the wish to acquire something, to do
something important.
McClelland considers the need for achievement as the most powerful motivator
factor, people with a high degree of such needs having a desire of success and, at the same
time a fear of failure. This need appears especially in the case of small entrepreneurs,
which is located at the beginning of a business. At this time, their motivation is to be
successful, the need for power is felt to a lesser extent, and the membership almost at all36.
Prof. Ctlina Bonciu37 considers that an individual with strong need for the
development is going to want intensely to assume personal responsibility for the
performance that has been reached (whose risk has calculated in advance and has proven to
be low) in carrying out a task or solve a problem.
I.3.6. Expectations Vroom's Theory (or theory of valency and instrumentality)

expected performance theory developed by Victor H. Vroom shows that motivation is
determined by the results that employees have come to expect to occur as a result of
36
Ronen, S., Training the International Assignee, Training and Career Development, ed.
I.Goldstein,1989, p. 430
37
53
35
24
activity made at the place of work from the premise that the current effort of the individual
in an activity depends on the value of retribution which is expected to receive in exchange.
Because of this the employee is interested in maximizing gain and minimize losses (of
time, effort, etc. ). Expectations theory is a theory based on cognitive design fundamented
on a rational-economic concept of humans, which maintains that people shall take
decisions that give the greatest benefits through the selection and evaluation of alternatives
before known38.
The author of this theory, Victor Vroom39 is leaving on the premise that motivation
is given by the deliberate option of the individual's conscious to perform a certain activity
which will be rewarded in a certain way. Thus, the motivation appears to be a
mathematical relationship; more precisely, it appears like a product of three variables40:
M= A x E x V
where: M - motivation;
A expectations regarding the remuneration;
E - the submited effort;
V value of remuneration.
This theory uses explaining motivational individual factors (needs, qualification,
skill etc) and organizational determinant factors (organising control, the reward system,
performances etc)41.
Armstrong42 shows that the expectation force could be based on past experiences,
but individuals face all the time new experiences change the work place, the system of
payment, or the working conditions imposed by management. In these circumstantions, the
motivation can be reduced.
I.3.7. Adams's Equity Theory

Adam's Equity Theory introduces a new concept in motivating employees,
reporting to other employees. The theory proposes itself to explain the employees' behavior
on the basis of social comparison principle: how hard can an individual work, in
Web site: Motivaia pentru munc: http://psihologie.tripod.com/motivatia.htm
Vroom, V., H., 1964, Work and Motivation, John Willey & Sons, New York
40
41
Dodu, M., Raboca, H., Tripon, C., 2011, Managementul Resurselor Umane, p. 83
http://www.apubb.ro/wp-content/uploads/2011/03/Managementul_resurselor_umane.pdf
42
Armstrong, M., 2007, A handbook of human resource management Practice, 10 th edition, Kogan
Page, p. 259
38
39
25
comparison with the other employees. Adams suggests in this way that these that consider
themselves under-remunerated or over-remunerated will confront with a certain sadness/
weakness and that this state will determine the desire of re-establishing the initial relation's
equity, the employee concentrating also on identifying if the resources' distribution is
correct between the partners of the named relation. According to this theory belonging to J.
Stacy Adams43, an important factor in motivation is the way in which the individual is
aware that the value of retribution is a correct one. This perception happens through
subjective comparison that an individual makes between the received retribution for his/
her activity and and the same retribution received by others for the same activity44.
People want to be treated equally and fairly, are motivated to maintain a relation of
equital change between inputs (qualifications, skills, abilities, experience, talent, initiative
spirit, productivity) and results (retribuation, recognition, prestige, esteem etc.), meaning
between the thing that each employee brings into the organization and the results obtained
in the change. That implies equal retribution, equal work, non-discriminatory treatement
during time work and the equivalent facilities from the free time45.
Armstrong46 shows that Adams identifies two forms of equity:
distributive equity, that takes into account the fairness that people feel they are
rewarded with depending on their contribution and in comparison with other
employees;
procedural equity or procedural justice, that takes into account the perceptions that
employees have regarding the fairness with which are implemented legal
procedures of evaluation, promotion and discipline.
I.3.8. Job characteristics theory

The place of work feature theory was developed by Richard Hackman and Greg
Oldham and takes into consideration the existence of some essential teatures of the places
of work (jobs) that have a certain impact on the organization's members. These features
create the conditions for allowing employees to experiment critical psychological
43
Adams, J., S., 1963, Toward an Understanding of Inequity, Journal of Abnormal and Social
Psycology
44
45
Levina-Perciun, E., Gheorghia, T., 2011, Motivarea nefinanciar a funcionarilor publici:
Recomandri
metodice, Editura
Elan
Poligraf,
Chiinu,
p.15, adres
web:
http://rapc.gov.md/file/Motivarea-nefin-fp.pdf
46
Page, p. 262
26
conditions that are corelated with certain results, including high working motivation. The
place of work feature theory regards the employees' need of having places of work
corresponding to their own expectations47.
The model proposed by the two authors contains five essential features of the place
of work that activate three critical psychological conditions:48
aptitude diversity the degree in which the requirements of the place of work
involve diverse activities and the use of great variety of abilities, skills and talent;
task's identity the degree in which an employee can do a task from the beginning
until the end, with visible results;
task's importance the degree in which the place of work has a significant impact
on the others not only inside, but also outside the organization;
autonomy the degree of freedom and independence that the employee has in
making his/her own working schedule, in decision-making and in the way he/she
carries out the tasks;
the feedback the degree in which the place of work offers the employer clear and
direct information on the working results and on obtained performances.
I.3.9. Self-determination theory49
Self-determination theory is a human motivation theory initially developed by Deci
and Ryan, theory focused on free and rational human's capacity to determine his own
action, theory that studies choices that people make by their own will, without an external
influence. Self-determination theory focuses on the degree in which the individual's
behavior is self-motivated by his own interests and objectives (personal and professional),
self-determined and autonomous, the central element being the two-sided fraction of an
autonomous motivation controlled motivation.
The autonomous behavior is a volitive one, believe Gagne i Deci50 and assumes
the possibility of choice, to do actions as a result of an internal analysis process of the
Agenia Naional a Funcionarilor Publici, Ghid motivaional, p. 14, sursa web:

http://www.anfp.gov.ro/DocumenteEditor/Upload/download/proiecte%20INCHEIATE%2
01/Ghid%20privind%20motivatia%20in%20functia%20publica.pdf
48
Agenia Naional a Funcionarilor Publici, Ghid motivaional, p. 14-15, sursa web:
http://www.anfp.gov.ro/DocumenteEditor/Upload/download/proiecte%20INCHEIATE%2
01/Ghid%20privind%20motivatia%20in%20functia%20publica.pdf
49
Self-Determination Theory
50
Gagne, M., and Deci, E., L., 2005, Self-Determination Theory and work motivation, Journal of
Organizational Behavior, 26, 331362, p.340
47
27
opportunities of having taken a decision. When people get involved in certain actions
because they consider them opportune and interesting, this engagement is a volitive one.
The research that guided self-determination theory examined also the factors that prevent
social function of self-motivation starting from the analysis of the inner processes and of
behavior's manifestations.
I.3.10. The intrinsic motivation theory

Classifying human motivation in intrinsic and extrinsic motivation has in view
reporting motivation to the cause that determines its appearence. Also Ryan considers that
probably not even one of the other phenomena cannot reflect the positive potential of
human nature more than intrinsic motivation, the inherent tendency of seeking the new
and the challenges for extending and exercisinh individual capacities of exploring and
learning51. In this way, we can observe that at birth the children are active, willing to
know everything, curious and happy even in the absence of stimulents. The intrinsic
motivation describes the natural inclination towards assimilation, perfection, spontanous
interest and exploration, fundamental aspects for social and cognitive development and
which represents a main source of satisfaction and vitality in life.
Philip E. Crewson52 insisted on the two-sided fraction intrinsic motivation
(personal orientation of the individual) and extrinsic motivation (economic motivation of
the individual) as being defining for the analysis of human resources motivation in public
sector, whereas Brewer, Seldon and Facer identified four distinct concept of motivation:
the samaritan, the community person, the patriot and the humanist53, concentrating in this
way on the intrinsic side. Taking all this into account, the differentiation results from the
concentration of preoccupations' goal on: individuals, community, nation or human being.
I.3.11. Extrinsic motivation theory

In the situation in which the motivation is generated by elements outside the
individual, being proposed or even imposed to him/her by other person, or if the reasons
51
p. 70
52
Crewson, P., E., 1997, Public Service Motivation: Building Empirical Evidence of Incidence and
Effect. Journal of Public Administration Research and Theory, 499-518
53
Brewer, G., A., Coleman-Selden, S. and Facer, R., L., 2000, Individual Conceptions of Public
Service Motivation. Public Administration Review, 254-264.
28
that determine the employee to carry on the task do not come from the activity itself, we
are in the presence of an indirect or extrinsic motivation.
The extrinsic motivation comes from outside the person that does a specific
activity. The extrinsic motivation is often associated with financial reward or the contrains
done by the hyerarchical superior on the employee. Although the intrinsic motivation
represents an important side of motivation, it is not the only. Although also Ryan54
considers that cery much from what people do is not the intrinsic motivated, especially
after childhood when freedom of being intrinsically motivated is more and more reduced
by the social preassure for doing activities that are not interesting, by the necessity of
assuming new responsabilities.
A more autonomous or self-determined form of extrinsic motivation is the
regulation through identification. The identification reflects a conscient value for a
behavioral goal or a regulation, so that the action be accepted as an important one from the
personal point of view.
I.3.12. The cognitive evaluation theory

The cognitive evaluation theory proposes an analysis of the contextual factors that
affect intrinsic motivation, factors which are considered determinant. Likewise the intrinsic
motivation theory, cognitive evaluation theory shows that fundamental psychological
needs for autonomy and competence are major factors in the intrinsic motivation. The way
in which the contextual factors (rewards, dead-lines, sanctions), affects intrinsic motivation
depends on the way in which these contextual factors support or constrain the fullfillment
of fundamental psychological needs.
Gagne and Deci55 consider the cognitive evaluation theory suggests that external
factors as surveillance, dead-lines and tangible rewards tend to diminish the autonomy
feeling, determines a change in perceiving cause place and undermines intrinsic
motivation. On the other hand, some external factors like the alternative concerning the
place of work's tasks can increase the autonomous feeling. The cognitive evaluation theory
identifies two effects of external events on the intrinsic motivation. The perception of
54
p. 71
55
Gagne, M. and Deci, E., L., 2005, Self-Determination Theory and work motivation, Journal of
Organizational Behavior, 26, 331362, p. 332
29
Locus Causality56 influenced directly by the autonomy feeling and the perception of
Competence57 that are two distinct cognitive aspects of the external events that affect
intrinsic motivation.
I.4. The chapter's conclusions

The present chapter showed that the role of using the motivation concept in
organizations' management is that of identifying elements that pursue a person to act, the
word motivation being used not only for explaining people's behavior, but also for showing
what are the ways the determine employees to be more decided in carrying out
organizational tasks.
In this chapter I have analysed the resouce's, interested factors', strategy's and
context interdependence's models like different options throughout human resources within
the organization can be approached with the goal of increasing their performance. The
attempts of building an effective public sector are seem not to find success if, as
stereotypes suggest, the bureaucrats in many countries are attracted by protective elements
of public function as the job's security, regular salaries, assured pensions, quicker than
their dedication to public good or if the public sector is characterised by caution,
regulations' compliance, aversion toeards risk and reluctance to the predominant ethos
approach. All these prejudices regarding the function of public sector are on the way of
being radically changed by the public sector's evolution in the last period.
There are many motivational theories that explain determination, engagement, the
participation of employees to carry out the organization's objectives. The presented models
and theories in the chapter draw the most significant motivational elements that an
organization's manaker has to take into consideration for having motivated employees. The
permanent development of various managerial instruments meant also the identification of
new human resources motivational modalities.
56
57
Perceived Locus of Causality

Perception of Competence
30
CHAPTER II
MOTIVATION IN THE PUBLIC SERVICE
II.1. The public service reflected in the literature on the subject and European
practice
The analysis of motivation in public service must begin from the clear
understanding of public service concept and its role in the contemporary society.
Therefore, public service could be defined as that multitude of activities organised legally
or on the basis of a state, county, town, village law, for satisfying continuously and
permanently some specific interests of communities.
Prof. Lucica Matei58 shows that public services represent useful activities created to
carry out a social task. Public services as a wider comprehension represents a multitude of
working places and activities created to satisfy a public need for a public authority under
whose control and authority is. The diversity of social requirements determines us to make
the difference between public services and services of public interest. The distinction refers
to the fact that public service is organised by a statal organization, whereas the service of
public interest is carried out by a non-statal organization.
Prof. Tudor Drganu59 shows that the first time that had been recurred to the notion of
public service was in France, with the intent of increasing competence sphere of
administrative courts, especially after the distinction between authority administrative
papers and those of management was abandoned by Blanco's decision in 8-th February,
1873 referring to Conflict Courts.
The French doctrine, in its most part influenced by the evolution of justice practice
after Blanco's decidion, built itself a theory in which assured the public service an
exclusive place in the administrative law science, with the consequence of a public service
school innovation, with representatives like Duguit, Jze or Bonnard60. Therefore, the
French literature has defined the public service as being the totality of activitiesof public
mass that aims the needs' satisfaction of general interest (national defence, transport, etc).
58
Matei, L., 2009, Romanian Public Management Reform, Theoretical and Empirical Studies,
Volume no. 1 Administration and Public Servicies, Editura Economic, Bucureti, p. 118
59
Drganu, T., 1992, Introducere n teoria i practica statului de drept, Editura Dacia, Cluj-Napoca,
p. 150
60
Laubadre, A., Venezia, J., C., Gaudament, Y., 1999, Trait de droit administratif, Tome 1, Droit
administratif general, 15eme edition, L.G.D.F., p. 43
31
Prof. Erast Diti Tarangul61 showed that by public service notion is understood only the
activity for satisfying a general interest need and not the institution that does it. Therefore,
we can consider that public service notion must be separated by the public authority notion
or by the public institution encharged with maintaining a public service. Also, prof. Paul
Negulescu62 defined public service as a state, county or village creation, posed at the
individual's disposal with the goal of satisfying, regularly and continuously, general needs,
which private approach could give just an incomplete and intermitent satisfaction.
Referindu-se la cursul reformelor din serviciul public, prof. Antonie Iorgovan63
considera c noiunea de serviciu public i-a recptat dup 1989 importana interbelic,
reocupndu-i locul semnificativ avut n structura administraiei publice romneti.
Also, prof. Lucica Matei64 shows that besides statal services, in many places, a series of
public services are provided by intermediate communities (regions, departments,
provinces, counties). For carrying on the public service it is neccesary a public authority
which is designated with its organizing and providing (establishing organizational and
operational rules, objectives and tasks establishment, exploition right, control and
executional conditions of legal rights by the service in question). Some services are likely
to be given from local level (water, gas, electricity), whereas others are more efficintly
given from central level (the big transport networks, social security ensurances).
II.2. The theory of public service motivation. Introduction

Creating motivation in public service65 shows that the theories based on rational choice
have an applicability spread in the public, as well as in the private sectors. In spite of all
this, the power to explain certain public or governmental behavior remains still limited.
Attitudes like personal sacrifice, public interest accomplishment, altruism are very hard to
explain in the rational choice terms. Attempting to explain these actions, the concept of
motivation in public service was developed like a counter-weight to the motivation based
61
Tarangul, E., D., 1944, Tratat de drept administrativ romn, Editura Tipografiei Glasul
Bucovinei, Cernui, p. 15
62
Negulescu, P., 1925, Tratat de drept administrativ romn, vol.II, editia a-II-a, Bucureti, p. 217218
63
Iorgovan, A., 2000, Tratat de drept administrativ vol. I., Editura Universitaria, Bucureti, p. 83
64
Matei, L., 2009, Romanian Public Management Reform, Theoretical and Empirical Studies,
Volume no. 1 Administration and Public Servicies, Editura Economic, Bucureti, p. 119
65
Vandenabeele, W., Hondeghem, A., 2005, Values and Motivation in Public Administration:
Public Service Motivation in an international comparative perspective, Joint EGPA-ASPA
Conference: Ethics and intergity of governance the first transaltlantic dialogue, Leuven, Belgium,
2-5 June 2005, p. 2
32
on personal interest and rational choice theories. This concept was wanted to be more open
in explaining disinterested behavior showed most often by the public servants.
Perry66 tried to develop a wider theory of motivation67, which has to take into
consideration also social attitudes and personal concepts ef the individual (e.g.: identity
and values) formed through contact with public institutions and social development
mechanisms. In developing this theory, Perry has in view the motivational processes that
exist in institutions and volunteer organizations.
For influencing morally an employer, human resources managers have to identify those
mechanisms that can analyse the degree of motivation concerning the public sector of an
employee. Intrinsic attitudes and motivations are generally studied with the help of
questionnaires, but have the disadvantage that are based entirely on the answers given by
the questioned person, this could answer that values certain characteristics present in the
current position that occupies68.
In the following analysis, Perry69 identified four factors that have a significant impact
on employees' motivation in public sector: adopting public politics, public interest,
compassion and personal sacrifice, the first three corresponding to the initial
classification, whereas the fourth (personal sacrifice) represents a common element in the
literature on the subject. Perry considers that there is a close link between the childhood's
experiences and the selfless behavior during growing-up, he also shows that religion is an
institution with the help of which people develop certain opinions, beliefs about their
obligations with others and are helped to put them into practice, and professions as
medicine or law developed social standards like care about others, social justice and
common good. Therefore, Perry70 shows that is useful the analysis of previous motivations
in public service: parental socialising, religious socialising, professional identification,
political ideology and demographic individual characteristics.
66
Perry, J., L. 2000, Bringing Society In: Toward a Theory of Public Service Motivation.
Journal of Public Administration Research and Theory 10(2): 471-488
67
Motivaia n serviciul public poate fi neleas ca predispoziia unor persoane de a
rspunde mai bine la stimuli / motive specifice organizaiilor publice; Perry, James L., i Lois R.
Wise, 1990, The Motivational Bases of Public Service, Public Administration Review, 50(3): 367373, p.368, 369, 370
68
Houston, D., J., 2000, Public Service Motivation: A Multivariate Test, Journal of Public
Administration Research and Theory 10(4): 713-727
69
Perry, J., L., 1997, Antecedents of Public Service Motivation. Journal of Public
Administration Research and Theory, vol. 7, No.2, 181-208, p. 182
70
33
Camilleri71 considers that, as soon as high levels of motivation in public service are
important for successfully implementing operational and organizational changes, it is
necessary a detailed knowledge of the relationship between the personal attributes of
motivation in public service, on the one hand, and their impact on performance, on the
other hand.
Another problem is social desirability effect72 that can result when people questioned
give the answers they consider more appropriate from the social point of view. In spite of
all this, the questionnaires instruments remain the main identification method of
motivating work in public service. Once achieved the factors' identification that influence
work motivation in public service, the question that arises is if the management has some
kind of influence regarding the motivational degree. Far from being found a solution for
increasing intrinsic motivation degree, studies show that individuals highly motivated
(intrinsic motivation) to work in the public service is a great gain for the institution for
which they are working, but it would be very difficult to collaborate with them if they will
consider that public service's mission and the public interest are threatened73. The manner
of managing the employees' intrinsic motivation has therefore to take into consideration a
lower degree as possible of intervention on it and to dissociate the extrinsic stimulents
(financial, material etc.) from the activities that involves employee's intrinsic motivation.
II.3. Defining motivation in public service

The starting point in defining motivation in public service takes into account the
predilection of some people to answer better to stimuli/ specific motives of public
organizations74 or the wish for having a certain impact in the public affairs' organization75,
motivation's intrinsic orientation comparing with an extrinsic orientation based on salary,
promotion, security of the working place etc.
Mayers cites of serie of definitions regarding public service motivation:
71
Camilleri. E., Impact of Personal Characteristics and Public Service Motivation on the
Performance of Public Sector Employees in Malta, European Group for Public Administration
Annual Conference, Bocconi University, Milan, Italy, 2006, p.1
72
Rainey, H., G., 1997, Understanding and Managing Public Organizations, 2nd edition, San
Francisco, CA: Jossey-Bass Publishers
73
Brewer, G., A., Sally-Coleman, S. and Facer, R., L., 2000, Individual Conceptions of
Public Service Motivation, Public Administration Review 60(3): p. 261
74
Perry, J., L. i Wise, L., R., 1990, The Motivational Bases of Public Service. Public
Administration Review, 367-373, p.368, 369, 370
75
Brewer, G., A., 2002, Public Service Motivation: Theory, Evidence, and Prospects for
Research, Paper presented at the Annual Meeting of the American Political Science Association.
Boston, MA
34
- the force that conducts the public sector's employees towards a performant system76;
- a general and selfless motivation of serving a community, state, nation or human kind77;
- the belief, the values and attitudes that go beyond personal and organizational interests,
the ones that have to do with a larger political entity's interests and motivates the
individual to act in consequence whenever is the case78;
Showing that the common element of all these is focusing on motives that conduct to
action in public service and that are expected to do good to others and shape the welfare of
society. For example, the teachers can show concern with their students' performance,
doctors and nurses, with their patients, police officers with community safety and social
workers with their clients' welfare.
II.4. The motivation in public sector versus motivation in public service

People are motivated by various different ideas to work for government or, more
generally, in the public sector, here including not only the public authorities at all levels,
but also public corporations or quasi-public entities that are subject of governmental
control.
Perry i Hondeghem79 show that the public sector offered traditionally powerful
extrinsic motivations that could attract individualt towards public sector, such as the safe
working place, carieer perspectives, the pension system or life quality, as long as, in
popular view there is the impression that the public sector has more advantages regarding
flexibility and combining professional and family life or learning and developing
opportunities. These specific motives for working in public sector go as far as outside the
concept of motivation in the public service, which generally refers to the motives
associated with the desire to serve the general welfare.
76
Brewer, G., A., Sally-Coleman, S., 1998, Whistle blowers in the Federal Civil Service:
New Evidence of the Public Service Ethic, Journal of Public Administration Research and Theory
8, 3, 413-439, p. 417, citat n Myers, Jarrett, 2008, Public Service Motivation and Performance
Incentives: a literature review, Oxford Policy Institute, p.1
77
Rainey, H., G. and Steinbauer, P., 1999, Galloping Elephants: Developing Elements of a
Theory of Effective Government Organizations, Journal of PublicAdministration Research and
Theory 9 (1): 1-32, p. 23, citat n Myers, J., 2008, Public Service Motivation and Performance
Incentives: a literature review, Oxford Policy Institute p.1
78
Vandenabeele, W., 2007, Toward a public administration theory of public service
motivation, Public Management Review, vol.9, issue 4, 545-556, p. 547, citat n Myers, Jarrett,
2008, Public Service Motivation and Performance Incentives: a literature review, Oxford Policy
Institute, p.1
79
Perry, J., L. and Hondeghem, A., 2008, Motivation in Public Management. The call of
Public Service, Oxford University Press, p. 3
35
Such, it can be understood the motivation in the public service as some type of
motivation in the public sector that does not cover all the motives specifit to the public
sector. From the perspective of gaining public interest, it can be concluded that motivation
in public service goes far away beyond public sector.
II.5. The motivation process

Armstrong80 identifies motivation as being determined by factors that influence
people to behave in certain ways. The motivation has three components:
- direction what a person is trying to do;
- effort how hard a person is trying;
- persuasion how much a person continues to persue a goal.
The motivation process of a person means to determine him/her to act in the desired
direction, for reaching a certain result. The motivation process of on his own person is
establishing the direction independently and then do the necessary actions for reaching that
result.
II.6. Motivational values

Motivational values take into consideration elemetar priorities, needs and values
that people seek to fullfill throughout work. Norris81 shows that work opportunities offer a
various reward than can be analitical classified in three major categories: material benefits,
social benefits and idealistic benefits.
Material benefits include retribution, pension, other financial benefits, promotion
opportunities in the carieer, good working conditions, flexible schedule, the job's
autonomy, the location convenience and job's security.
Social benefits include occupation's status, social prestige, any travelling
opportunity linked by the job, the aquirement of new abilities and qualifications, intelectual
interest and the access to social networks and social capital.
Regarding idealistic benefits, these can be exemplified through the desire to help
people, to the society's contribution, to help for a better worls or exercise creative and
artistic talents.
80
Armstrong, M., 2007, A handbook of human resource management practice, 10th edition,
Kogan Page, p. 252
81
Pippa, N., 2003, Still a public service ethos? Work values, experience and job satisfaction
among government workers, in For the People: Public Service in the 21st Century. Edited by Joseph
S. Nye and John Donahue. Washington DC: Brookings Institution Press, p.5
36
II.7. Motivational types

The motivation on the working place can have two forms. On the one hand, pleople
can motivate themselves through seeking, descovering and achieving a work that satisfies
their expectations, on the other hand, the employees can be motivated by the management
through differnt methods such as retribution, promotion, recognition etc.
Armstrong82 analises two types of motivation, identified previously by Herzberg:
- intrinsic motivation self-generating factors that influence people to behave in a
certain way or to act in a certain direction. These factors include responsability (the feeling
that the resulted work is importand and the control over own resources), autonomy
(freedom to act), the purpose used and the purpose of developing certain abilities, an
interesting work, a solicitous one and promoting opportunities;
-extrinsic motivation what is done to motivate people. This can include stimulents
such as a wage's increase, recognition, promotion and punishments like disciplinary
actions, retaining from retribution or critics.
II.8. A movives' classification

An important procedure in motivation's analysis in the public service is the
identification of those specific motives (if they exist) that pass beyond rational choice
specific to private sector and define more clearly the wish of some individuals of being
part of the public service.
Perry i Wise83 achieved a motives' classification in three categories: rational,
model-regulation and affective.
The rational (instrumental) are based on the person's self interest and on the belief
that this interest corresponds to the community's one in general or to a group.In their
analysis we must start from the question: Which are those distinctive advantages that
could attract people to work for government?84
Therefore, from the rational perspective of Perry i Wise, individuals can be
motivated to work in the administration because of the awareness that programmes or a
certain programme developed by the named institution corresponds with their own
82
Armstrong, M., 2007, A handbook of human resource management Practice, 10th edition,
Kogan Page, p. 253,254
83
Perry, J., L., and Wise, L., R, 1990, The Motivational Bases of Public Service. Public
84
Kelman, S., 1987, Public Choice and Pubic Spirit, the Public Interest, no. 87, 80-94, citat
de Perry, J., L. and Wise, L., R., 1990, The Motivational Bases of Public Service. Public
37
believes and the engagement within the institution can conduct to the fullfillment of those
personal believes:
- participation to the politics' formulary;
- engagement towards public programmes because of a personnal identification with them;
- promotion of special or private interests.
Model-regulation motives describe:
- the wish of serving the public interest;
- the duty and loyalty towards the government;
- the preoccupation with social equity.
The wish of serving public interest is essentially selfless. It is identified by Barry
Karl and Kenneth Lasson85 with the nationalism and the wish of serving own's country. In
Private Lives of Public Servants, Kenneth Lasson describes a doctor's reflection on his
own motivation of entering public service : I realise, intelectually, that I have been doing
much more during the years I have been working for the Food and Drugs Administration
than I would have done in the private sector. When I helped on taking out from the market
MER/29 I did much better than in a private activity life.
The affective motives such as selflessness, patriotism are characterised by the wish
of helping the others, thing output by many authors86.
- engagement within a programme through sincere belief of its social importance;
- patriotism and willingness.
The individual can become member of public service because a certain public
organization's programme responds to his/her social believes. The engagement sources
towards the programme can be hardly distinguished in reality, because they are linked to
certain inner convictions of the individual. Patriotism and willingness are characterised as
being an attachment to the system or to others, representing a private moral standing.
Subsequently, Perry87 identified foue factors that determine employees' motivation
in the public sector: adopting public politics, public interest, compassion and personal
Barry, D., K., 1979, Brownlow, L., Public Administration Review, vol 39, p.511-516 i
Lasson, K., 1978, Private Lives of Public Servants, Bloomington Indiana University Press, p.81133, citai de Perry, J., L. and Wise, L., R., 1990, The Motivational Bases of Public Service. Public
86
Frederickson, H., G., i Hart, D., K., 1985, The Public Service and Patriotism of
Benevolence, Public Administration Review, 547-553, citat de Perry, J., L. and Wise, L., R., 1990,
The Motivational Bases of Public Service. Public Administration Review, 367-373, p. 369:
Patriotism of benevolence is an extensive love of all people within our political boundaries and the
imperative that they must be protected in all the basic rights granted to them by the enabling
documents.
85
38
sacrifice, the first three being initial classifications, whereas the fourth (personal sacrifice)
represents a common element in the literature on the subject.
II.9. The antecedents of public service motivation

Also Perry88 considers that is useful the hystory's analysis of Motivation in the
Public Sector: parental socialising, religion socialising, proffesional identification,
political ideology and demographic individual characteristics.
Parental socialising
Perry considers that there is a strong connection between childhood experiences
and the selfless behavior during adulyhood, selflessness being an essential feature of
motivation in the public service, sending to Rosenhan's89 conclusions that the warm and
positive relationship with al least one of the parents has its connection with higher levels of
selflessness among employees. Behavior's parental model is in close significant link to a
more obvious selflessness of children in adulthood.
In accordance with Norris90, the socialising theory suggests that motivational
purposes linked to work are gained during some forming experiences in family, school,
local community, during childhood and teenage years. Even the children can show a sense
developed enough of what they want to become when are going to grow, influenced by the
roles that have nearby, purposes that will evolve when they become adults.
Religious socialising
Religion is considered an institution with whose help people develop certain
opinions, believes about their responsabilities with the others and are helped to put them
into practice. The fundamental believes of religion are linked direcly to some motivation's
aspects in the public service, specifically: the engagement towards public interest, civil
duty and compassion.
87
88
89
Rosenhan, D., 1970, The Natural Socialization of Altruistic Autonomy, published in
Macaulay, J. and Berkowitz, L., ads. Altruism and Helping Behaviour, New Yourk: Academic
Press, 251-68, n Perry, James. L., 1997, Antecedents of Public Service Motivation. Journal of
Public Administration Research and Theory, vol. 7, No.2, 181-197, p. 183
90
Norris, P., 2003, Still a public service ethos? Work values, experience and job satisfaction
among government workers, in For the People: Public Service in the 21st Century, edited by Nye,
J., S. and Donahue, j., Washington DC: Brookings Institution Press, p. 5
39
Professional identification
Profession is anothe institution that can have effects on public service motivation.
Medicine or law are professions that developed social regulations like care for the others,
social justice and common welfare.
In accordance with the motivation's hystory in the public service identified by
Perry, Myers91 show that another source for motivation in the public service is
organizational culture, that can be achieved through job's specifications, organizational
stimulents and working environment.
II.10. Behavioral implications

Behavioral implications of motivation in the public service start from the
understanding of mativation significance in the public sector in individual and
organizational performance. What impact does it have on the individual motivation level
and on the motivational context structure of the employees of a public organization on the
choice of the working place, on the individual performance or organizational efficacy?
These behavioral implications are analysed by Perry i Wise92 following three ways of
research:
1. The bigger is an individual's motivation towards the public sector, the better he/she
will want to activate within a public organization.
This implies that organizations with certain particularities (in our case, specific
particularities of the public sector) attract and/or select people that follow these features.
Consequently, these personal attributes influence the way in which these employees react
within the organization. The suggestion is that, if the rational, model-regulation and
affective motives are poerful for an individual, that individual will seek for public
organizations to satisfy and fullfill the inner motivation.
2. In the public organizations the motivation for working in the public service is
positively linked by the individual performance.
The empirical research on the correlation between motivation in the public service
and performance is not a solid one, but some conclusions can be drawn. Turner i
91
Myers, J., 2008, Public Service Motivation and Performance Incentives: a literature
review, Oxford Policy Institute p.1
92
Perry, J., L. i Wise, L., R., 1990, The Motivational Bases of Public Service, Public
Administration Review, 367-373, p. 370, 371
40
Lawrence93 show that the individuals will be motivated to perform when they consider
that their work has a result and that they have the tasks' responsability that were given.
3. Public organizations which attract members with an increased degree of
motivation (to work) in the public service are less dependent on stimulents used to
manage efficacious the individual performance.
Perry i Wise94 consider that the way in which systems of stimulents are structured
can shape the motivational basis in the public organizations. As a general rule, stimulents
that organizations use can be more efficatious if they are unessential (contingent) towards
the motives of every employee. Norris95 considers that the ones that are to serve
community and help others could become teachers, nurses, social workers, those attracted
by the security of the working place and good pensions could decide to become public
servants, whereas the private sector managers will prioritise financial benefits like
generous remuneration or company's cars.
II.11. The incidence of extrinsic motivation and its role

Speaking abot productivity in the medical system, Bloor96 shows that doctors are
not responding just to financial stimulents, a variety of non-financial stimulents affect in
the same manner the behavior: trust, duty, selflessness or reputation in the community .
Crewson argues the need for limit of intrinsic motivation use (e.g.: that stimulent
that everybody gives to himself/herself for a carried out task, like the accomplishment
feeling), but also of extrinsic motivation (reward that is given by someone else, for example
the remuneraton's increase, a recognition remuneration, promotion etc) for completing
certain tasks. In the same time it is needed a clear comprehension of intrinsic and extrinsic
motivation's role for defining motivational systems in the public organizations. Myers97
93
Arthur, N. and Lawrence, P., R., 1965, Industrial Jobs and the Worker, Cambridge,
MA:Harvard Graduate School of Business Administration; Clifford Hurston, 1988, Job
Reconstruction in Progress, Management World, vol. 17, p. 19, citai n Perry, J., L. i Wise, L., R.,
1990, The Motivational Bases of Public Service. Public Administration Review, 367-373, p. 371
94
Perry, J., L. i Wise, L., R., 1990, The Motivational Bases of Public Service, Public
95
among government workers, published in For the People: Public Service in the 21st Century, edited
by Nye J., S. and Donahue J., Washington DC: Brookings Institution Press, p.5
96
Bloor, K., 2008, Payem or flayem: improving productivity in the medical labour market
Conference paper for presentation to OPI conference on institutions, incentives and public sector
performance, citat n Myers, J., 2008, Public Service Motivation and Performance Incentives: a
literature review, Oxford Policy Institute p.2
97
Myers, J., 2008, Public Service Motivation and Performance Incentives: a literature
review, Oxford Policy Institute p.5, 6
41
considers that external motivation can undermine self-determination in accomplishing the

task because the employee fells that the external pressure is the main motivating factor.
Therefore, the employee does not feel that the activities would justify intrinsic motivation
the same manner with the extrinsic one, reducing in this way the intrinsic engagement
towards that specific activity.
Prentice98 underlines that an overwhelming of motivation is possible in the public
service by external financial stimulents, whereas it suggests to the employee that his/her
employer does not recognise any association between result and effort, besides that of a
simple market relationship. In this way, the introduction of a contract relationship can harm
the initial relation that the employee had regarding the activities. That emotional loyalty
and attachement to the activity, sustained by the intrinsic motivation can be lost by the
employee once a contract connection is introduced. On the other hand, when the extrinsic
reward is regarded much like a support than a controller of the activity, then it will have a
benefic effect and will conduct to strengthening intrinsic motivation. In this case, the
employee's conclusion will be that extrinsic reward, economic, is one that recognises
his/her intrinsic values.
II.12. Intrinsic and extrinsic motivation of the effort done

The differences of the working effort between public and private sectors can exist
as long as the sectors differ in the stimulents that offer to the employees and in the type of
employees they attract. The employees from the private sector could be supported in
connecting the external motivation with individual productivity, but working in the public
sector can be more satisfying from the intrinsic point of view. Subsequently, guvernments
have little financial stimulents to attract performance. Frank i Lewis99 show that
questionnaires' analysis of United States of America employees highlights that four of the
five most important motivational factors are intrinsic (the feeling of pride and skill, the
feeling of value for the organization, recognition and gaining others' respect and the feeling
of usefulness for others), meanwhile the retribution, the benefits and promotion
opportunitites were on the second, seventh and eighth place.
98
Prentice, G., Burgess, S., Propper, C., 2007, Performance pay in the public sector: review
of the issues and evidence Office of Manpower Economics, citat n Myers, J., 2008, Public Service
Motivation and Performance Incentives: a literature review, Oxford Policy Institute p.6
99
Frank, S., A., Lewis, G., B., 2004, Government Employees, Working Hard or Hardly
Working?, The American Review of Public Administration, p. 39, 46
42
The empirical analysis shows that the employees in the private sector value more a
higher retribution and the promotion opportunities, and the interesting working place, the
help given to others and the feeling of usefulness in the society less than the public sector
employees in general, but both categories of employees show a similar interest for the job's
security.
Santaniello100 show that, if the intrinsic motivation is indeed more important for
the public sector employees, the introduction of extrinsic economical stimulents could be,
in the best case, inefficient, and in the worst case, would eliminate the intrinsic motivation
and as a result would diminish performance. Individuals that have a public service ethic
and the ones that enter in the public administration have the tendency to value more the
intrinsic motivations then an extrinsic reward.
II.13. Public service motivation: immutable or temporary analysis
As we saw earlier, the motivation of Romanian public agents is affected the
continuous reorganization of the system. That is why, the Public Service Motivation as
profiled by Rainey (1976), Perry and Wise (1990) etc needs a continuous theoretical debate
to identify the tools that better define and influence it.
As we saw, Armstrong101 considers the motivation is influenced by the factors that
influence people to behave in certain ways. The motivation has three components:
- direction what a person is trying to do;
- effort how hard a person is trying;
- persistence how long a person keeps on trying.
Thus, from the perspective of the persistence of the Public Service Motivation on
the behaviour of the public servant, Perrys approach102 do not seem to take into
consideration the continuity in the effort of a public servant or the time period that he/she
is intrinsically motivated to accomplish the public service.
In the scheme below, starting from intrinsic meaning of PSM as defined by Perry, we will
show on the one hand, that the period of time PSM has in impact on the public servant is
100
Santaniello, S., 2008, Public-Service Motivation: Desire to Serve or Risck-rate of Return Trade
off?, unpublished paper, p. 3, 21
101
Page, london, p. 252
102
Predispoziia unor persoane de a rspunde mai bine la stimuli / motive specifice organizaiilor
publice Perry, J., L., and Wise, L., R., 1990, The Motivational Bases of Public Service, Public
Administration Review, 50(3): 367-373, p.368, 369, 370
43
different from one employee to another, the evolution of PSM being also different, and on
the other hand, the PSM although intrinsic can be influenced by extrinsic factors.
Figure no. 9. The positive influence of extrinsic factors on the public service
motivation
The Public Service Motivation is not immutable. The intrinsic PSM as defined by
Perry can be lost. The public servant can loose PSM because of some extrinsic
motivational factors, such as the low salary pack (salary demotivation), the limitation in
the same position, the permanent structural changes of the public service determined by
political interests, defiant or even humiliating attitude of the manager, the managers
disregard for procedures and law, the low possibility of the public servant to implement
any reform or to accomplish the objectives of the public service (professional
demotivation).
Thus, the scholars of extrinsic motivation supporting the idea that extrinsic factors
of the individual are essential in determination the motivation, although they make the
mistake of having totally apposed view than the scholars of PSM (extrinsic vs. intrinsic
motivation), they can give an essential element in the evolution process of PSM (positive
or negative). In this regard we should mention that extrinsic factors such as salary are not
essential in determining the initial PSM (that holds a strong intrinsic dimension), but
during the career of the public servant they can influence it, to maintain and consolidate it
or, on the contrary, to diminish or loose it.
44
Figure no. 10. The negative influence of extrinsic factors on the public service
motivation
During the work of a public servant, a series of extrinsic factors (social, politic,
institutional etc.) action and influence the PSM of that employee. Those extrinsic factors
can be in many situations in contradiction with the intrinsic ones and determine their
change. They can also be complementary with the intrinsic ones and contribute to their
consolidation and, thus to the consolidation of the PSM.
On the same way Romzek103 realized a scale of the commitment for the
organisation: the zealots, the highly committed, the moderately committed, the marginally
committed and the alienated. Thus, we can consider that there can be changes between
those categories defined by Romzek during the career of the public servant so that the
zealous can become alienated, which means that the PSM was lost.
The commitment of the individuals is very important for the motivation of human
resource, especially in public organisations that have limited financial incentives available.
103
Romzek, B., S, 1990, Employee Investment and Comitment: the Ties That Bind, Public
and Theory, 7 (4): 499-518, p. 508
45
Thus, Porter
104
show that individuals with a high commitment towards the organisation
have the predisposition to continue an active participation inside of that organisation even
though they are not satisfied by the salary, while Romzek105 insisted that for those
employees meeting the mission and objectives of the organisation is highly connected with
the fulfilling of the personal values.
In most of the cases, the new employees and also those who obtained a promotion
have the tendency to use their potential at the maximum. Gradually, because of different
reasons, this tendency is lower and is manifested in neglecting the duties and
irresponsibility. That is way, in order to motivate the employees, the manager should
ensure that the activities undertaken stimulate the intrinsic motivation and the financial
incentives the extrinsic motivation.
Thus, PSM actions on the public agent for a period of time that is, in many cases
smaller than the professional career of that individual. This period of time, when the PSM
influence the activity of the public servant is a period when the public agent is lead by
certain lyricism of the public service, a certain institutional romanticism, by the
altruistic wish to serve the community, the state, the nation or the human kind, the interior
need to identify the personal actions with the public interest.
Loosing PSM means an alienation of the public agent from the mission of the
public service, the organisation he / she serves, means a low individual performance or
even the desertion of the public service in favour of the private sector in order to
accomplish some extrinsic motivation needs that have not been satisfied in the public
organisation.
104
Porter, L., W., Steers, R., M., Modwaz, R., T. and Boulian, P., V., 1974, Organisational
Commitment, Job Satisfaction and Turnover Among Psychiatric Technicans, Journal of Applied
Psycology, 59(5): 603-9
105
Romzek, B., S, 1990, Employee Investment and Comitment: the Ties That Bind, Public
and Theory, 7 (4): 499-518, p. 508
46
CHAPTER III
HUMAN RESOURCES MOTIVANIONAL METHODS AND TECHNIQUES
IN THE PUBLIC ADMINISTRATION
III. 1. Motivation's factors
The public institution's manager has to identify the specific motivation's factors foe
each organization and use them in the human resources management. From this point of
view, prof. Matei Lucica106 identifies a serie of motivational factors (appreciation, personal
financial interest, working involvement, competition, the pride of being part of an
institution, ideology, career) that have to be taken into consideration by the management
level of the public organization:
Appreciation
As motivational factor, the appreciation can be considered as a state of mind and a
behavior. It assumes an attention pointed at the collaborator, at his/her person, at his/her
work:
- politeness say Good morning!, Good bye!, show interest in his/her health, establish
a relationship before working on files;
- listening creating opportunities to listen to the collaborators either individually or
collectively;
- little gestures thanking when a person makes efforts of helping you, giving gifts
(anniversary, holiday, marriage), being pleasant without reaching people's private lives;
- attention given to work have a work feedback, say what was done, why and what was
used for, avoid asking all the time the carry out of tasks in a very short timeas if the
effort made would not count.;
- congratulations and critics it is needed the recognition of the person and the dialogue
of telling what does not work as the problems appear;
- information new events, team's results, procedure or people changes.
Personal financial interest
Each of us is sensitive at his/her own personal interest, especially financial. The
managing people say, too easy, that this factor , although id determined, slip from their
view.
106
Matei, L., 2006, Management Public, Editura Economic, Bucureti, ediia a II a, p. 269
- 275
47
Working involvement
The responsability of every manager is to create the involving working conditions through
inferring responsibility to collaborators and through motivating content of work.
Competition
A well-founded competition is an important motivational factor, the people being
very conscient about their image. It is hard to find a good balance between competition and
collaboration.
The pride of being part of an institution
The pride of being part of an institution or service remains a powerful motivation.
This can result from one or more factors, such as:
- employer's prestige he/she works with, his/her reputation, his/her competence, his/her
leader's qualities;
- the team, service or working point he/she belongs, his/her image, his/her recent seccess
Ideology
In this context, through ideology is understood the external motives that go
beyond the service or institution and motivate employees efforts' increase. Herzberg
showed that beyond motivation factors there are factors whose absence provoke
demotivation, meaning that is not enough to respond to individuals' needs for increasing
motivation at work.
Career
Implementing a career model connected with tradition, the existence of a certain
politic system, way of thinking, a culture of the public service that seem today put into
question by the reforms in administration.
Prof. Lucica Matei107 shows that in many countries with a career system, the public
function implied traditionally a big number of legal counsellors, human resources policy
that today is not actual anymore, because the public servants are not called to act with the
priority of being law initiators and executants of governmental policies. In exchange,
there are a series of new tasks (for example, programme ellaboration and implementation,
public communication, negociation) that require multiple qualifications. The specific
characteristics of a career system of public servants do not correspond to modern
requirements of flexibility, adaptation and variety.
107
48
Jeanson, Duvillier, Genard i Piraux108 identifies a series of factors that combine

not only the internal motivational elements of the employee, but also social, economic
context of the organisation.
Mobilisation and empowerment
Mobilisation and empowerment reflect the idea that a person, a group, an
organization gets control power over an activity. An employee whose empowerment is
great, perceives that what he/she is doing is significant at the working place, sees
himself/herself as being competent and that he/she can make choices which will have an
impact on his/her activity. The conditions that favor empowerment reflect in the critical
understanding of his/her environment and the person's capacity to act on this particular
environment. For increasing the autonomy degree and decisional power, the person has to
aquire technical and social abilities.
Involvement and the collective effort's model
Public organizations must be aware of the importance of understanding individual
motivation dynamics within the working groups. Jeanson, Duvillier, Genard and Piraux109
identifiy collective effort's model as a frame that can help us understanding easier the
phenomenon. Through the concept of social disgust (decreasing individual effort with
the purpose of achieving collective efforts) it is shown that the working group can be a
motivator.
Collective effort's model presents the influence of three psychological moods over
motivational force: expectation/waiting, instrumentality/ means and valency.
- expectation is the expected effort degree for being more efficient ;
- instrumentalitality is the performance degree perceived as an instrument/mean for
reaching a result;
- valency is the degree in which the result is seen as wanted or unwanted.
Motivation through values, ensurence/stability and stimulents
Values play a key-role in giving work a direction and therefore to build the identity
and the professional relations of the public agent. In the public service it is insisted many
times on terminal values, such as fairness, respect. Is would be better for a change to be
taken into consideration instrumental values, such as conduct, abilities, socialising, that are
more compatible with the different stimulents.
108
Magali, J., Thibault, D., Genard, J., L., Piraux, A., 2003, La Motivation au Travail dans les
Services Publics, LHarmattan, Logique de Gestion, p. 8 - 11
109
Services Publics, LHarmattan, Logique de Gestion, p. 10
49
Organizational behavior/conduct (organizational citizenship)

Selflessness and devotion at the working place contribue to the organizational
efficiency through promoting informal help or cooperative conduct. For developing these
values some factors as satisfaction, psychological abilitation, charismatic leader are
needed. In the modern managers' activity the foreseeing of their collaborators' conduct is
essential and, even if is extremely difficult to anticipate the specific conduct of every and
any them and of everybody as a team, the specialists have not only to identify who/what is
responsable for a certain conduct, but also how can it be influenced.Identifying causes is a
steril action, without echo in the managarial process if on their basis can not be acted.
Robert Heller110 considers that receiving orders is less motivating than taking part of the
planning and deciding processes.
Frank and Lewis111 show that questionnaires' analysis on the United States of
America employees evidence that four out of the five motivational factors are intrinsic (the
feeling of pride and skill, the feeling of value for the organization, recognition and gaining
others' respect and the feeling of usefulness for others), whereas salary, benefits and
promotion opportunities classified on the second, seventh and eighth place.
III.2. Engagement towards work

The public servant's engagement towards work is an interested theme for the
literature on the subject. Wright and Pandey112 suggest that even the more distinctive and
well-shaped concepts of engagement do noe necessarily exclude and have on their basis a
lot of history and similar consequences. These theoretic procedures could be differentiated
on groupsstarting from the engagement's object and purpose.
Unlike the engagement towards work (that implies certain predefined atributions of
the job), engagement based on values has a higher degree of stability, considered as an
atribute of the individual that does not change once with the working conditions'
change.Individuals with high levels of motivation in the public service are expected to
perform better and be more satisfied in the public organizations because of the
convergence between their purposes and values and of the organizations' that they are part
110
Heller, R., 1999, Managing People, Essential Managers, Dorling Kindersley, London, p.36
Working?, The American Review of Public Administration, 34 (1): 36-51 p. 39, 46
112
Wright, B., E, Pandey, S., K, 2005, Eploring the Nomological Map of the Public Service
Motivation Concept, prepared for the 8th Public Management Research Conference, September
2005, p. 8, 9, 10
111
50
of, this allowing them to serve their organization and fullfill their own need in the same
time.
III.3. Public function reform through professional motivation of the employees

in the public administration
When Gabris and Simo analysed Perry's conclusions, sustained that motivation in
the public service can be an unimportant reason of choosing to work in the public sector.
They studied six organizations, including two of the government, two non-profit and two
private companies. Their research regarded extrinsic needs (money, security) and intrinsic
needs (ethic, values, psychological satisfaction) of the interviwees. The conclusions ware
that all the employees agreed on what they appreciate more, but they did not have the same
answers regarding what they appreciate less. What employees in the public sector
appreciate less are the issue linked by bureaucratic obstacles and organization's structure.
They concluded that if jobs in the private sector will be more solicitating, more attractive
financially, more certain, based on responsibility, autonomy and will be better supervised,
only then can be recruited proper public servants and more dedicated to their tasks113.
David Giauque and Valrie Barbey114 show that public servants benefit from a
job's security that can induce a certain degree of limitation. The fear for risk, lack of
initiative and the focus on formal regulations are some of the characteristics that are easily
to pose to public servants, labels that are found not only in the popular speech, but also in
some scientific papers of liberal economists. So, the remedies are simple, their
encouragement to prove entrepreneurial spirit, remuneration in accordance with the
performance, all introducing a higher internal and external competition, including the
erasing of some privileges given to state's agents.
On the other hand, Perry i Wise115 worns that the fashion persistence of treating
public service more lika a private company could contribute to a decrease in developing
social purposes and that will fail in showing those unique motives that are associated with
the employment in the public sector and that sensitive link between the way in which the
bureaucracy operates and advancing democratic and social values.
113
Gabris, G., T. and Simo, G., 1995, Public Sector Motivation as an Independent Variable
Affecting Career Decisions, Public Personal Management, p. 41
114
Giauque, D., Barbey, V., 2005, Rformer la fonction publique par la motivation
professionnelle de ses agents, Eclairages, p.1
115
Perry, J., L. and Wise, L., R., 1990, The Motivational Bases of Public Service. Public
Administration Review, 367-373, p. 371.
51
III.4. The motivational dilemma of public servants: the cult of law or the
market's logic?
Analysing the relationshi between motivation and the new public management,
Jeanson, Duvillier, Genard and Piraux116 consider that motivation in public service is
influenced by the changes that happen in this sector in the last decades, witout forgetting
that this sector has specific characteristics. The society has known major changes that
affect our view on the state's role and, therefore, on the public services' role. The crisis of
provident-state, the restrain of social model, the private company's hegemony as efficient
organizational model, of market as mechanism of governing changes affected our vision
on public action in politics, culture, society. These neo-liberal thoughts brought significant
decrease of budget in public services and a privatization of numerous public enterprises.
Public functions are very diverse (teacher, medical assistant, policeman etc). In spite of all
this, public functions have some common elements: working volume, the autonomy
degree, of recognition, of social support and, the most important, a special ethic of
common welfare and justice. Once with the public services' autonomy increase, the public
managers see their role grown in the detriment of politics.
III.5. The psychological motivation lack in the work's economy
Increasing motivation, will increase also the efficincy or performance at the
working place. Motivation can be stimulated by external factors: a reward or the hope of
obtaining a goal (extrinsic motivation) or can come from the workink place itself: the
feeling of self-accomplishment (intrinsic motivation). In spite of all this, Jeanson,
Duvillier, Genard and Piraux117 consider that reward motivation can conduct to adverse
effecs such as conferring methods or distribution little transparent. Thus are created the
premises of the individual interest's development, this effect being limited in time and
lacking the perpective of structural development on long term.
III.6. Mechanisms for consolidating moral and motivation
The low inpact of individual motivation instruments and especially financial
motivation in the public organizations, are considered by prof. Matei Lucica118 as a result
of the connection between the motivation theory and managerial practice. Thus, permanent
116
Services Publics, LHarmattan, Logique de Gestion, p.5
117
Services Publics, LHarmattan, Logique de Gestion, p.8
118
52
rules, regulations and procedures systems that guided conduct in the traditional system of
public administration are replecad with the flexible ones, result of the fast changes and of
administration's reforms. In this context, we can discuss about the appearences of some
motivational and demotivational elements of the public agent, elements that must be
identified at the managing level in the planning and managerial process of human
resources.
Prof. Matei Lucica shows that in the literature on the subject arises the recruiting
problem more than keeping employees in the public system, that must be identified
methods especially in the recruiting zone, methods that can lead to a sufficient number of
candidates who must have in the same time the necessary competencies. It is evidenciated
the justifying difficulty of distinctions between working conditions in the public and in the
private sectors: on the one hand, it is difficult to justufy why public servants shoulb be
treated differently of other employees; on the other hand, it is known the fact that
identifying preferential working conditions has a positive impact on motivation, work
satisfaction and labor's quality.
III.7. Organizational specificity and motivation

Analysing the organizational dynamics, Jeanson, Duvillier, Genard and Piraux119
identify a series of essential aspects in employees' motivation:
The morale and employees' welfare
In the last twenty years, the British public sector suffered a radical change that led to new
working prectices, such as flexibility and performance. That led to an anxiety and stress
increase berween employees. The example of police and prison services, sectors generating
tensions, demonstrated the importance of taking into account the employees' welfare,
especially managing emotional states and mental health. The ignoration of these aspects
con have distructive consequences for motivating labor in the public service.
Motivation and management by objectives
The Spanish National Police has set out a management system by objectives. This
type of management has the purpose of increasing efficiency and labor's quality, the result
being translated in a reduced rate of criminality. This measure included also financial
stimulents (with payment) and non-financial stimulents (learning at the working place),
with the objective of managing motivation's increase process. Indeed, the decentralization
119
Services Publics, LHarmattan, Logique de Gestion, p.13-16
53
of taking decisions process, the leadership, institutional coordination, cooperation are

factors that influence motivation.
Equity feelings and small remuneration effects on the intrinsic motivationf
As we could see so far, the literature on the motivation in the public service domain
arises a fundamental problem connected to the use of extrinsic stimulents such as how can
they be better managed for not reducing intrinsic motivation. Jeanson, Duvillier, Genard
and Piraux120 show that the direct link between motivation and compensation is not a
clear and linear one. It is necssary the elaboration of a clear and equal procedure, on legal
and fair basis regarding these prizes allocation.The cost of unfair allocation perceived by
the employees, in the decreased level of remuneration context, is significant.
The labor relationship, the abilities and motivation to work
During the last fifteen years were made efforts to modernise the relationship
between the administration and its users. The development of labor relations renew the
motivation issues in the public sector. These things conduc to modifications not only
organizational, but also cultural. The public service is not only about provision, but also a
social relation that must be built.The motivational factors can be identified in different
registers: recruiting and placement of staff whose proffesional interests orient towardsthis
type of function, taking into account the skills, personality feature that advantage every
position, working conditions that recognise evolution and promote the individual.
The informatic and communication technology: an instrument for motivating
staff
The motivation of working depends of different factors, not only personal, but also
organizational. The informatic and communication technology represents an important
component of the contemporary labor's management and thus can be a motivating factor in
public servants' activity. This determined the administration to accept a reconsideration of
procedures and functioning process.
Human resources policy and the feeling of professional live
The introduction of professional life notion allowed a better understanding of the
different factors of motivational and engagement labor of employees. This feeling is
shaped from the self-achievement desire.
120
Services Publics, LHarmattan, Logique de Gestion, p. 14
54
Organizational identity and involvement

There are multiple connections between organizational identity and involvement:
emotional (the attachement feeling to the organization) or legal (the feeling of employee's
obligation for the organization).
III.8. Resizing organizational stimulents' systems

Many of the motivational theories emphasized the financial stimulents' systems,
reducing, in some cases, the human action reasons for having money. The motivational
strategy of human resources in many organizations is reduced to the simple message
money motivates. Organizational stimulents' systems are built on our vision on human
nature. Perry and Hondeghem121 show that if we are inclined to believe that people are
interested in maximising the personal advantage in all they do, then, the most probable, we
will build stimulents' systems that can profit from this human instinct and protect the
organization from disfuntionalities they could bring. By contrast, if the public servants
characterise themselves as being selfless, we will be inclined to depend on them to do good
all the time.
III.9. Demotivation obstacle for employees' efficiency
Demotivation is a process that is found in the majority of the organizations, no
matter public or private. Demotivation is considered by the head manager a reason for
which employees do not succeed in being efficient in carrying out working tasks.
Preventing this process can be achieved not only from psychological perspective122, but
also from functional perspective, the management assuring all the necessary elements123
for the efficient function of the organization.
From the managers' point of view, the employees' mistakes lead to their
demotivation. So, the employees' demotivation is their fault. It is equivalent with thelack of
the involvement in the established tasks, extra brakes or extension of the necessary existing
ones, being late at work, going home too early, postponed tasks, achieving only the
necessary tasks, exceeding dead-lines, reduce involvement, lack of new ideas, reduced
121
Perry, J., L. and Hondeghem, A., 2008, Motivation in Public Management, The call of
Public Service, Oxford University Press, p. 8
122
A correct understanding not only to the management's level, but also to the employees'
level of the importance and significance of a motivated public servant
123
hygiene factors from Frederick Herzberg's developed theory
55
team integration and internal communication, lack of participation to establishment and

reaching institution's general objectives.
From the public servants' point of view, demotivation can appear from another
series of causes: the loss of some remuneration rights, the unjustified and subjective
answer of the hyerarchical superior of putting into action reform proposals in the public
service and contribution to its obsectives' fullfillment, not reaching objectives as public
agent, repeatedly and unjustified structure changes or in managing public service,
limitation in the same job position, the defiant or even humiliating attitude of hyerarchical
superiors, the superiors' desregarding of procedural or legal etc.
III.10. The reflection of human resources motivation system in the Romanian

legislation-analysis
Public servants motivation management represents one of the topical issues of the
public administration to which public management is called to find the most wanted
solutions with the purpose of reinforcing administrative capacities of public institutions.
In the context of long-lasting reforms applied to the public system in Romania in
the last two decades, public servants claim the fact that public instituions' representatives
in Romania take into account less the issue of motivation in institutions' general
management, thei focus on efficiency (when the efficiency is seen as a priority), avoiding
the main actors of an efficient institution, that being the employees. From this point of
view, it can be observed that one of the main causes of Romanian public institutions'
disfunctionalities represents the lack or wrong application of motivation's strategies of
public servants, caused on the one hand by the defective knowledge of human resources
management domain of managers in the public system, on the other hand, by the multiple
politic and legislative influences that act inauspiciously on the efficincy of Romanian
public administration, although the majority of these influences are included in structural
changes that asked from the wish of reforming the public system.
The frame-law concerning managing public servants' career, Law no. 188/1999
regarding Public Servants' Status, is the one that shape the defining elements of managing
Romanian public function, being completed by other legal regulations like Law no.
330/2009 regarding unitary remuneration of staff paid from public funds, Emergency
Ordinance no. 92/2008 regarding public servant's status called public manager etc. The
public function represents the totality of atributions and responsabilities, established by
56
law, with the purpose of achieving public power prerogatives by the central public
administration, local public administration and autonomous administrative authorities124.
Giving a bigger wage
The activity carried out by the public servants is difficult to measure in economical
productivity terms, reason for which the administration employees receive financial rights
on the basis of working hours. The activity carried out within public institutions can be
remunerated by using remuneration forms such as: currents, recognition salaries, special
prizes, rewards, stimulents or annual awards. The use of one remuneration form can
conduct to a correlation of wages income with the results of the activity carried out in the
public service.
A significant issue is that prizes are not given by clear performaces' criteria, thing that
conducts animosities within the staff. On the one hand giving an equal stimulent is
practiced in some cases for not existing divergences within the team, but on the other hand
the differentiated currents are used, their beneficiaries being, especially, the staff close to
managerial functions, not the staff with outstanding performances. In the first case is used
an equalitarianism that can not bring an employees' motivation because each have different
performances and wishes to be recognised his/her carried out activity, and in the second
case, the lack of transparency and favouring the employees close to decisional functions
when benefits'/stimulents' beneficiaries are esteblished is in the position to create a
contempt state towards the meaning of performance in the public service.
Advancing in the working position or function
The easiest way of promotion for the executional public servant is through contest
in the nearest superior proffesional degree. The contest is organized by public institutions
and is followed by the transformation of the occupied working position by the in question
public servant in the situation of promoting the contest or examination. Also, the public
servant's job requirements chart can be filled in with a series of atributions and
responsabilities or with the raise of complexity degree of atributions which he/she has to
carry out. The promoting professional degree contest or examination is organized by the
public institution, in the limit of the public functions reserved to promotion and respecting
the limitation of the allocated budget funds125. Through public servants' advancement in
working positions or in higher ranks it is achieved on the one hand the salary raise, and on
124
Law no. 251/2006 for modifying Law no. 188/1999 regarding public servants' Status,
art.2-(1)
125
Law no. 188/1999 regarding public servants Status, with the subsequent modifications and
additions, art. 65
57
the other hand a growth of self-esteem, aspects that can contribue to motivation's increase.
Promoting in the nearest superior professional degree is a very important element for
maintaining personnel's fluctuation at low dimensions, the advanced employee having the
advantave of yet knowing wellthe specific of the institution's activity, determinant aspect
for each organization's performance.
The empiric analysis of motivation of Romanian public administration employees
achieved in this paper shows that, in apparently contradiction with the theorticians of
motivation in the public service, in the Romanian institutions works the best
the
techniques and ways of financial motivation, the reason being mainly linked by the general
development stage of the Romanian society, generally the low wage in comparison with
the expectations towards the provided work and the public sector employees' remuneration
from other member states of the European Union.
It has to be mentioned here that the accession of Romania to the European Union
and the very consistent contract of employees from the public system in Romania with
colleagues from West European state members conducted to very high level of
expectations regarding remuneration, level that in the actual conditions of ecomonic
development can be only partially fullfilled. In this way, we appreciate as natural the
Romanian public institutions employees' interest towards the financial motivation
manners, this thing not bringing into discussion essential elements of motivation in the
public service as they were shaped by Perry, the non-financial benefits starting to be also
efficient in creating a motivating working environment in the public institutions.
III.11. Motivation of the employees in Romanian public administration - case

study
The empiric analyses show that employees in the private sector have a good
appreciation of a higher payment and job promotion, while the ones in the public sector
have also a good appreciation of the help and utility for the society.
Giauque and Barbey (2006, p. 1) show that the public servants benefit a job
security that may create a certain limitation of self-development. The risk averse, the lack
of initiative and the concentration on formal rules are some characteristics that are easy to
be given to public servants, labels that are present in the popular discourse and scientific
literature of liberal economists. Thus, the remedy is simple, encouraging the public
servants to prove entrepreneurial spirit, the performance pay, all introducing more
internal and external competition, including the abolition of some privileges given to the
58
state agents. Giauque and Barbey (2006, p. 1) underline that this vision has the merit to be
that simple, but in the same way it is fundamental wrong about the diagnostic of the drivers
of motivation and job satisfaction of a public servant.
Also, as Pery and Wise (1990, p. 371) showed trying to treat the public service as
private company could force a decline in developing the social and democratic goals and it
will fail to underline the specific motives of public sector employment.
In apparently contradiction with the theory of Public Service Motivation, the
extrinsic motivation techniques, such as financial incentives, function better in Romanian
organizations, the reason being in general connected with the level of payment for the
public servants, their expectations for the work performed and the salaries of the
employees in the public sector in other European Union member states.
It should be mentioned that the joining of Romania to the EU and the consistent
contact of the public servants in Romania with their colleagues form other member states
has created a high level of expectations related to the salary, level that was only partially
accomplished in the todays economic development of the country. In this respect we
appreciate that the interest of the public servants in Romania for financial incentive is
normal and it does not come to invalidate the theory of Public Service Motivation.
The low level of payments in the public service is the one that determine an
inclination of the public servants towards the extrinsic aspects of motivation. This should
not be regarded as a problem, both ways of motivation, intrinsic and extrinsic having an
important role in the activity of the public servant. Even though today the accent is on the
use of extrinsic motivation, the managers in public administration should understand the
way Public Service Motivation works and to identify it to the candidates that want to enter
the public service.
The continuous reorganisations of the structure of Romanian public organisations
have influenced the job satisfaction of the employees in public sector. The analysis of
public service motivation in Romania, undertaken for this study between September
October 2010, showed relevant aspects regarding the motivation process of the employees
in public organisations
Thus, the job satisfaction of employees of public administration in Romania is very
low (totally unsatisfied 15,25%, partially unsatisfied 30,51%) which signals that the work
in public administration is not organised on clear ground, so that to determine the needed
pride and satisfaction of the employees regarding the value of their work for the
organisation and public.
59
If the most dynamic part of the organisation, the employees, is not satisfied of the
work done, those who benefit this work, the public, the clients will not have the positive
attitude towards that organisation. If we think of an organisation that holds and uses public
power, such a lack of trust and dissatisfaction attitude is disturbing if we think about the
mission of public service.
Figure no. 11. Job satisfaction of employees in public administration in Romania

Asked about the motives of choosing to work in the public service, the employees
identify the stability (21,43%) followed by the prestige of the work in public service
(20,71%) and the potential of a success career (18,57%) as determinant elements of PSM.
Traditionally, the activity in the public service has been characterized by higher
degree of stability than the private organisations, even though in the last years the realities
of the public service proved that public organisations can also enter reorganization
programs and the stability of the jobs has been diminished. With all these, the need to
accomplish the mission of the public service, its delivery in a continuous manner and
certain standards makes the stability in public service to be higher to the one to the private
sector. The public servants benefit a special statute that imply specific rules regarding
recruiting and promotion, rules that aim to prevent the instability of the public service. The
employees consider that the activity in the public sector is prestigious, it implies a certain
form of public respect and it creates the opportunity of a success professional career. Those
represent the main reasons to choose the public service.
60
Figure no. 12. The motives of choosing the work in public sector in Romania
Asked about the aspects that would change in the institution they work, the
employees in the public service mentioned the salary as the main problem that need to be
solved (35,82%), followed by the replacement of the chief (20,15%) and the working
methods (17,91%) aspects that lead us to the conclusion that the management and
coordination of public organisations is in the red and the human resource in public
administration do not identify the management as helpful for modern and efficient public
service delivery.
Another problem of public system is that more than 50% of the employees consider
that the system do not offer them the possibility to use their abilities, even though there is
the possibility to obtain new knowledge inside the team. Regarding the activity undertaken,
the public agents consider that they do not have the possibility to use their initiative and
independence and they do not feel their work is appreciated by their managers. On the
61
contrary, more than 57% of the employees believe their work is appreciated by other
colleagues. Taking into consideration this contrast between the appreciation of the
colleagues and the managers (the majority of the managers are nominated following
political influences even though their position is not a political one but apolitical public
managers) we can consider the insignificant level of competence of the apolitical
managers. Thus it is relevant to take into consideration a process of professionalisation of
public service. The problems of the management of the public organisations are also
present in the way the objectives of that organisation are fixed, discussed, undertaken and
communicated inside the organisation.
The study on the motivation human resource on public organisations in Romania
also showed that civil servants consider as very important the financial motivation and
the need to have a transparent financial incentive system. It should be underlined that
different people have different needs and wishes and some will be more money oriented
than others in their motivation. Armstrong (2008, p. 43) considered that we cannot assume
that money motivates everybody and in the same way. It would be a naive approach to
think that introducing performance related pay schemes would transform the employees
miraculously in motivated and performing individuals.
Money may have a different appreciation for different people or for the same
person in a different time period. For many people, the payment is the main factor in
choosing the employer. Thus, the existence in the institution of a payment scheme based
on subjective criteria, criteria that are available only for the decision of the manager creates
distrust attitudes for many civil servants that consider them not transparent.
In what regards the level of responsibility associated with each position and the
way the employees appreciate the activities undertaken in the public service, they believe
the responsibilities and the activities given do not reflect the competence they have.
Those results show that the managers do not carefully appreciate the
responsibilities given to the employees and especially the way those responsibilities are
carried out. The empowerment, the co-optation of the public servant in the decision
making process and the identification of the solutions for improving the processes are not
subjects of interest for many managers in the public service and thus, the employees have
the feeling that they are only asked to execute the orders of their superiors.
Asked about the relation with the direct manager, the public servants consider that
he/she is not a good manager/leader (more than 68%) and is not a specialist in the field of
the department he/she manages (more than 72%).
62
Under many political influences, the first lines of managers (which in law are
apolitical public servant managers) are replaced very often, especially in central
administration, together with the top management of the institution and thus, many
competences and experience gained in that position are lost. This cycle is resumed each
time the political management is replaced. In this way, the new apolitical public servant
managers are most of the time non specialists in the fields they will manage, with no
experience and the low competences. After those new apolitical managers accommodate
themselves with the new position, get some of the needed competence and experience, they
will also be replaced together with the political top management of the institution. For
ministers, the term they serve in the office is only 1.5-2 years, because of different political
alliances and low stability. Together with those, the apolitical public servant managers
are replaced and all the competences accumulated inside different departments are lost.
This continuous process of deprofesionalisation of public service creates a
displacement of the motivation of public servants. They fill the competence is not
appreciated, the mission of the public service is not seriously considered by the political
managers and thus the level of PSM decreases. As a result the accomplishment of the
mission of the public service is low. Also, the communication between managers and the
public servants is low.
Figure no. 16. How often you receive appreciation for the work undertaken?
Asked How often you receive appreciation for the work undertaken 32.20%
declare that they receive appreciation very rarely, aspect that may create a mood of
63
discomfort and a negative attitude towards the daily activity, especially since 88% of the
respondents consider that it is important to receive such appreciation.
CHAPTER IV
GOOD PRACTICES IN MOTIVATING HUMAN RESOURCES
IV.1. Motivation's structures
Managerrs have to motivate their employees, inferring them engagement and action
desire and encouraging their creativity; they have to make use of employees' experience,
energy and skills and create teams to solve problematic situations, to identify opportunities
and to give a direction to the available information. For understanding motivation's content
an analysis of the main motivational structures is necessary126.
The needs are fundamental motivational structures of peronality, reflecting
the balance between individual's biological component and the psychic one, in relation to
external environment. Depending on the genesis and their contents, the need may be
primary (innate, with the role of ensuring physical integrity of organism) and secondary
needs (learnt during life experiences, with the role of ensuring individual's psychological
and social integrity).
Motives, as motivational structures, represent updates and transpositions of
necesity's states in the subjective level. For example, when the individual has a lack of
nutricious substances in the body (he/she is hungry) and will orient towards its removal,
the need turned into a motive/reason. But not all the motives are conscious. There are some
unconscious motives which substrate is not clearly described, but which have an important
role in humans' activity.
Interesele represent selective orientations, relatively established and active
towards certain activity domains. Global orientations, not differentiated, optional, can not
be considered interests, but, at most, a beginning of their shaping. For example, if the
individual starts more actions and does not satisfactory finish any of them, that means that
he/she did not form his/her interests yet.
The personal believes represent ideas deeply implemented in the
personality's structure, powerful affective lived, that push, boots towards action. Not any
idea is a belief, only the one that represents a value for the individual, a subjective certainty
126
Radu, E., Tigu, G., State, O., Tuclea, C., Managementul resurselor umane,
http://www.biblioteca-digitala.ase.ro/biblioteca/carte2.asp?id=48&idb= p. 2, p.3, p.4
64
that helps him/her to establish what is valid, optimum necessary, to distinguish between
right and wrong, beautiful and ugly, truth and lie.
Along with the motivational structures presented, it may be recalled the
ideals and the world's design personal opinion, both reflecting and forming on the basis of
not only personal experiences, but also on people's experiences and are influenced by
culture and education. Between them there id a close interdependence, together being a
very important motivational complex.
IV.2. Delegating decisions

Heller127 believes that the manager must allow the employees to take decisions
that can accomplish as well as the manager: pushing the process of taking a decision to a
lower level is reduced the pressure on the top managers. This aspect motivates lower
management levels because is equal with a confidence vote. It is considered also that the
decision taken as close as possible to its accomplishment place in practice is more probable
to be a correct one.
IV.3. The effective remuneration

a. The basic payment
The way in which we pay the employees has an essential role in managing these
resources. Heller Robert128 shows that money is not the peoples only motivating factor,
but low remuneration is considerably demotivating. The essential question that the
producer/trader asks himsels/herself when fixing goods prices that he/she sells is How
much affords the market to pay for that product/good is available also in remunerations
case. The manager has to ask himself/herself what kind of salary level will attract, keep
and motivate the people with the desired qualities
b. Paying by results129
The simplest form of remuneration on results basis is when the employee receives a
settled amount of money for esch produced/achievet unit. Heller Robert130 considers
that from theoretical point of view, this remuneration manner is the best stimulent to
maximize results.
127
128
129
130
Paying by results
65
c. The use of bonuses

Managers have to see the bonuses payments as a manner throughout the employees
are part of companys success. Is necessary avoiding granting the thirteenth salary to all
employees because they will start to regard it as part of the usual income.
IV.4. Using stimulents

Using non-financial stimulents may have a powerful inflence on employees
attitude and therefore on their results. An important stimulent that may be granted to
employees is the propertys feeling, the identification with the organization.
a. Distributing tasks
An employee that sees his/her efforts rewarded with a companys actions will
identify, at least theoretically, with the company, will be dedicated to its success and will
be more efficient. In reality, Heller131 shows, is very difficult to say if the companys
success is given by distribution of tasks or this distribution is a result of the companys
success. However, by given access to the employees at the company the manager
accomplishes an engagement to the people that encourage them to have a positive attitude.
Etzioni132 shows that overwhelming role of economical person and extrinsic
stimulents domination is an exagerated simplification of human motivation and for that
this kind of approach fails in recognising moral dimension or in over-rational motivation
that not only determines personal interests, but also guides us in the process of taking a
decission.
b. Using gifts
The usual remuneration has a less impact that the unexpected one. Even the
sifnificant salary increase is viwed as a natural thing after a while, as the salary aspirations
increase in consequence. A less payment as a gift form could have a special effect on the
employee.
c. Optimizing benefits
131
Etzioni, A., 1988, The Moral Dimension: Toward a New Economics, New York: Free
Press, citat n Crewson, P., E., 1997, Public Service Motivation: Building Empirical Evidence of
Incidence and Effect. Journal of Public Administration Research and Theory, 7 (4): 499-518, p.
501, 502
132
66
Heller133 considers that the importance of benefits in nature decreased as many

countries decide to tax them. However, efficient pension diagrams have become more
attractive as the state's owned pension systems did not weaken.The same thing can be told
of the medical ensurances, the idea that the employer takes care of the employees when
they are sick or old which still represent very powerful stimulations.
Optimizing benefits may lead us towards optimal motivation, understood as a
motivation intensity that can allow the obtaining of some high performances or at least the
expected ones as prof. Emilian Radu who cites Yerkes and Dodson134.
IV.5. Creating partnerships

When the employees feel that between personal and organizational success is a
connection, they will be more motivated to work for the others welfare. The manager has
to make good use of the employees' opinions as institution's partners.
Employees partners
Heller135 shows that when is possible, the manager has to involve the team in the
process of taking a decission and of solving issues for intesifying the feelings of
involvement and equity.
Using employees' valuable suggestions
Heller136 considers that the introduction of some ways through the employees can
make suggestions regarding organization's evolution is a practical manner of making the
employees to feel as part of the decisional process. Most of the times, employees have the
detailed knowledge of the manner in which the organization operates and may have
valuable ideas regarding developing future activities.
IV.6. Motivating teams

Barry Silverstein137 considers that motivating teams starts with the individuals'
motivation and, even if is nice to believe that employees like working into teams, in
133
Heller, R., 1999, Managing People, Essential Managers, Dorling Kindersley, London, p.
63
134
Radu, E., Tigu, G., State, O., Tuclea, C., Managementul resurselor umane,
http://www.biblioteca-digitala.ase.ro/biblioteca/carte2.asp?id=48&idb= p. 7
135
64
136
65
137
Silverstein, B., 2007, Best Practices, Managing People Secrets to Leading for New
Managers, HarperCollins, Hydra Publishing, Irvington, p.76
67
reality they are motivated by the personal interests. Therefore, Silverstein considers
extrinsic motivation relevant in determining employee's conduct, he/she waiting a personal
and direct reward for the achieved task. But Silverstein does not totally exclude the
intrinsic motivation, the individual motivation being different by the team's one: each
team member wants to be considered as an important one
IV.7. Using feedback

Good managers practice the active listening. This, shows Silverstein138,
concentrates on the person speaking and shows that the manager understands what is being
told. Active listening may include non-verbal gestures, the head's angle, smile or verbal
answers. The active listeners process what others say, rephrase and answer to the speaker
in such a way that get assured that the message was well understood. This position requires
a certain detachment because the role of the manager is that of showing understanding
even when he/she does not agree vith the speaker's ideas. Active listening puts the
managers in a better position for giving feedback to the people he/she leads. Positive
feedback is, of course, well received by the employees, but, sometimes negative feedback
may lead to significant improvements in performance and conduct.
IV.8. Leading in changing times

Change is considered the only constant in an organization. Changes may be
damaging and demoralising or may allow the positive changes to streamline the
organization. The efficient manager is very preoccupied with the way in which change is
perceived. Silverstein139 considers that if the leader will succeed in identifying that manner
of communicating and imposing the need of chance within the organization, than it may
have a positive role. The most significant obstacle that the leader encounters is the socalled status-quo. The most people are used with the routine. It is the most confortable to
know how things must be made and what to expect. There is a certain control of the
situation. However, the change eliminates the status-quo, it may introduce new regulations,
procedures, even a new leader, but also dismissals.
The manager is responsable for allowing change within the team
139
138
68
The immediate reaction to change, Silverstein140 shows, is that of resistance or fear,

representing a potential loss of control. Managers recognise that is a common reaction
when it comes to change. Through focusing towards change's inevitableness, leaders turn
this negative energy into a positive one. They address to the employees showing them the
tangible advantages of change. They encourage questions connected to this aspect and
sincerely answer them, but in a positive manner.
IV.9. The best practices in motivating human resources

The key-element regarding human resources management is the difference between
what we call approaches best practice and approaches best fit. Some argue that there
are universal best practice141, others that exist only best fit142, saying that the effect of
human resources practices depend on the specific context (internal and external).
The first approach, best practice, is based on the conviction that there is a
superior set of human resources policies that, apllied in a variety of circumstances, will
improve organizational performance. The second approach, best fit, took into account
the idea that there is not a prescribed set of instruments of human resources management,
all depending on internal and external organization's context that is contingent with it.
Although there is not an unanimous understanging regarding the identification of
these practices, the literature on the subject identifies a series of human resources common
practices that might determine the employees' motivation and that might have a positive
impact on the organizational performance. On the other hand, another researchers
underlined the importance of avoiding negative combinations, such as reward for
individual performance and team-work143.
Both approaches best practice and best fit consider that human resources
practices should be complementarary. In spite of all that, by Purcell 144 what is the most
significant regarding the model of best practices is that it does not have in view any
141
Pfeffer, J., 1994, Competitive advantage through people: Unleashing the power of the
work force. Harvard Business School Press, Boston, p.15
142
Wood, S., 1999, Human Resource Management and Performance, International Journal of
Management Reviews, 1: 367-413, p. 369
143
Delery, J., E. and Doty, D., H., 1996, Modes of Theorizing in Strategic Human Resource
Management: Tests of Universalistic, Contingency and Configurational Performance Predictions,
Academy of Management Journal, 39(4), 802-835, p. 820
144
Purcell, J., 1999, Best practice and best fit: chimera or cul-de-sac?, Human resource
management Journal, 9 (3), p. 27
140
69
discussion about organization's strategy. The main idea of this approach is that
organizations which adopt a set of best practice attract qualified human resources, talent
and skills. These superior quality human resources will influence on their turn the strategy
that the organization adopts and are the source of competitive advantage145.
IV.10. The best-fit methods in motivating human resources

The theory of best practices encounters some problems. For example, Boxall and
Purcell146 question the recipient of the best practices. Who will benefit from them, the
employee or the employer? May the employee have a word to say or is only about the
hyerarchical superiors' perspective, of managers? By Pfeffer147, although the labor
market is far from being perfectly efficient, there is for sure a relation between what an
organization pays and the quality of labor force that attracts. The supporters of best
practices put a higher value on the need of attracting and retain those employees that will
help the organization to gain and sustain the competitive advantage, thing that can be
achieved through payment levels competitive with the exterior of the organization.
Wood148 makes the distinction between four different kink of fit: internal,
organizational, strategic and of environment. But what appears to miss is the match with
the employees perception of human resources practices and if this perception is in the same
direction with the organization's values and objectives. This issue was put into discussion
also in regarding approaching best practices, are the best practices for the organizations or
for employees? In both cases, the approach seems to suffer from the employee's point of
view.
IV.11. The correct recruitment simplifies the effort to motivate employees
analysis
The recruitment system in Romania, although from the normative side answers the
imperative of performance, coherence and transparency, in practice, because of a complex
145
Milkovich, G. and Newman, J., 2002, Compensation, 7th edition, Homewood, IL.
McGraw-Hill Higher Education, p. 30
146
Boxall, P. and Purcell, J., 2003, Strategy and human resource management, London:
Palgrave Macmillan, p. 10
147
Pfeffer, J., 1998, The Human Equation: Building Profits by Putting People First. Boston:
Harvard Business School Press, pag. 80
148
Management Reviews, 1: 367-413, p. 370
70
of factors (political, socio-economical and cultural) has been displaced so that the
accomplishment of the legal requirements is only a formality.
The normative requirements about the knowledge and abilities for the public
service (the test, exam) have become only a box that need to be ticked by the institutions
that employ a public servant. Thus, displacing the normal sense of the recruiting procedure,
the public organizations employ personnel that do not answer from the qualitative point of
view to the needs of the job and from the ethic of public sector, the motivation for the
public service is questionable.
In this context, the question is if the orientation towards the managerial models
from the private sector would be the best solution? The approach of the private models
could leave every public institution the liberty to establish its own compulsory
requirements for personnel recruitment. Thus, an automatic application of the experience
in the private sector towards the public one would be, not only ineffective, but could
determine an aggravation of the quality of human resource in public service.
The solutions that could be effective in the recruitment need to agree about the
performance imperatives from the private sector but adapted to the particularities of the
public service. Thus, the solution proposed is a dual system, with a preliminary
recruitment at the national level (similar to the system used for the European Union
institutions), preliminary recruitment that would ensure a minimal quality standard at
national level for all persons that enters the public service and a subsequent recruitment
at the institution level, recruitment that would be centred on the particularities of the job
and the institution.
Preliminary recruitment at the national level can be realised in a unique
consortium of a specialized state agency, academics and nongovernmental organisations so
that the entrance in the public service to be transparent (without any possibility of political
influence) and respecting minimal standard requirements related to knowledge and abilities
of the employee (knowledge about the Romanian and European administrative systems,
communication abilities including in a foreign language-, modern technique abilities etc).
The candidates that are declared admitted will become part of the reserve body of public
servants that will be the pool for the subsequent recruitment of every institution.
The subsequent recruitment at the institution level will be realised from reserve
body of public servants, the public institutions having the possibility to recruit the
candidate that best answers the needed profile. This subsequent phase will be centred on
71
the technical, specialised abilities and knowledge that the specific job needs (such as
chemists, biologists, communicators etc).
Such a model would ensure, on the one hand, a safeguarding in what regards the
entrance in the public service that would be realised exclusively on the merit base and, on
the other hand, would permit the employer to recruit from the reserve body of public
servants, the candidate that answers the specific needs of the job. The quality of the human
resource in public sector is a compulsory step towards the growing ethic of public service.
A challenge that this proposal would bring is that due to the rigorous recruitment
for the reserve body of public servants, it needs to have in place an adequate salary system
so that it attracts significant number of well equipped candidates.
CHAPTER V
TOWARDS A MOTIVATION MODEL
V.1. Introduction
The administrative reforms from the last decade conducted to the creation of new
public functions (statutary and contractual) with the role of dynamising the public service.
The reform of some existing functions or the introduction of some new ones crested also
different contexts of proffesional development and motivation for the ones that occupy the
positions destinated to those functions. This chapter presents in the first part a comparative
analysis of the motivation of these public functions that resulted as a consequence of the
multiple administrative reforms, and the second part, on the basis of this analysis and on
the research achieved in the present paper regarding human resources motivation
management in the public administration in general, we will define the foundation of a new
motivatinal model. The comparative study regarding the different motivating forms in the
public sector was achieved by starting from the horizontal analysis of the results of the
statistic questionnaire applied to the employees in the Romanian public administration,
between August-October 2010149, with the goal of knowing of some important aspects
regarding the motivating process of employees in the public organizations.
The horizontal analysis assumed a comparison of the answers of different
categories of employees in the public system, unlike the vertical analysis of the answers
that was presented in the previous chapter. This horizontal analysis of the questionnaire's
149
The questionnaire was applied to 580 employees in the public sector

72
results, as the analysis of factual situation of every function achieved by recurring to the
legal status, the administrative means by which the analysed function have for achieving
their mission, likewise the position within the institution evidentiated not only the
correspondance between motivating elements of some distinct categories of Romanian
public agents, but also the differentiation elements that mainly regard their closing of
the organizational power centre and the possibility that they may serve to a certain extent
the institution's management interests, in comparison with the institution's interest or with
the public interest.
This chapter analyses the link between human resources policies and organizational
performance. Therefore, in the first part we will introduce the connection between
organizational performance and the concepts of best practiceand best fit, and in the
second part of the chapter we will analyse these two concepts.
V.2. Motivating the public servant that occupies general public functions, the
public manager and the public administrator - case-study
A very important aspect analysed by the study regarding the various forms of
motivation in the public system and that wanted to identify the public agent's attitude
towards the public system, was shaped through attitude's evaluationtowards his/her own
organization as small universe of the public sector.
At the questionHow satisfied are you of your organization, as working place, in
comparison with other organizations in which you worked or you know?, the answers of
different categories varied very much. Therefore, from an extremely positive attitude
towards the organization expressed by the public administrator150, we can observe a
balanced attitude between partially unsatisfied by the activity within the organization and
partially satisfied With an emphasis toward positive elements of institutional experience of
the public manager151, whereas the perception of general public functions is much more
heterogeneous starting from 17,02% totally unsatisfied up to 10, 64% totally satisfied.
The answers are not surprisingly if we take into account the closing towards the
decisional centre, the remuneration and position's stability of the three analysed
functions.Therefore, the public administrator, contractual position, is assigned in the
function through Mayor's decision, is in the most cases closed to him/her from the public
implication's point of view, comes help the latter to achieve local politics' goals , politics
150
151
The public administrator is contractual personnel

The public manager is a public servant with a special status
73
that are wanted bo be implemented, and enjoys in this way stability and decisional power
over the entire term of the Mayor who appointed him, holding also a top salary of most
public functions.
The public manager is appointed in the function as a result of some
multidisciplinary tests with intern and international experts and of some vocational training
courses of long duration, with the help of a legal framework that gives him/her stability in
the function, not beinf affected by politic or administrative changes within the institution,
changes that are very frequent especially in the central administration. This benefits from a
higher remuneration system, superior to most public functions, he/she can influence
institutional and formulate public policies. The lower degree of satisfaction towards the
organization in comparison with the public administrator can be explained by longer
distance in which exists to the decisional factor. Although formally may be directly
subordinated to the institution's manager, in practice there is the possibility that de
administrative decisional person to collaborate more with the team in preparing public
decisions, team that he brought within the institution, than with the public servants within
the institution, and therefore the influence in adopting the public decision to be lower than
that of the public administrator.
The attitude of general public positions towards the organization is a heterogeneous
one taking into account the great variety of functions that enter in this category, the
various positioning in relation to institution management and salaries. This category of
public functions does not benefit from a diagram of the consistent salaries, aspect which, as
we have seen in the previous chapter, is considered very important by public agencies in
Romania. This problem is likely to distort the orientation of officials of this category of
public service to the achievement of the objectives and their concentration towards
achieving personal needs on the second level of Maslow's hierarchy of needs. On the other
hand, this category of public officials is suffering very much from the point of view of
rigurous implementation of the procedures for the selection and recruitment, the distortion
in many instances the direction of the law with respect to hiring civil servants leading to
many situations in which they do not correspond to public function's need and do not
present the the necessary elements as they were identified by motivation in the public
service theoreticians152. A part of the general public functions is closer by the institutional
152
See more ChapterIII MOTIVATION IN THE PUBLIC SERVICE

74
management, reason for which it can be observed a balanced distribution of the answers
from totally unsatisfying to totally satisfying.
A very important aspect regarding the public agent's motivation is the autonomy in
the carried out work. So, at the qustion linked by the possibility of manifestinf their own
initiative in the carried out work, the answers evidenced a very low independence degree
in the carried out work, with a little initiative space for general public functions (31,36%
are in total disagreement to 9,09% in total agreement), and an increase of initiative and
independence in the public manager's case and especially in the one of the public
administrator. Therefore, in the case of the public administrator, the increase degree of
independence cam be explained by the fact that he/she is very close to the institution's
manager, the Mayor, the one who he/she receives delegations from for managing a part of
the activity of which the Mayor is responsable for. In the case of the public manager, the
positive answers are determined especially by the possibility of manifesting initiative,
public managers being among the initiators of projects with external funds not only in the
local administration, but especially in the central one, being also involved in the processes
for the formulation of operational procedures of institutions in which activate, in the
internal management's control and the development of strategies and public policies.
Further confidence in the institution in which they work is very important for
employees in the public system because of this confidence depends also the strengthening
sense of serving the public interest and public service performance of the tasks. The
confidence is determined in a significant proportion by the appreciation that hyerarchical
superiors have towards the carried out work.
Thus, if at the public administrator carried out work appreciation is highly regarded
by his/her hyerarchical superior, the Mayor (91%), it must to be said that in the case of the
general functions there is a significant disatisfaction regarding the appreciation that the
hyerarchical superior gives to the carried out work, approximately 77% being unsatisfied.
On the other hand, the appreciation of the hyerarchical superior regarding the
public manager's activity is a positive one, this being available to management with
expertise in the most various areas as strategic management and internal managerial
control, public policies, project management, representation in the working teams from the
level of European Comissions etc. Another aspect that is relevant in which he/she
determines positive perception to the labor's appreciation is shown also by the
subordination levels, the public manager being generally and directy subordinated to the
institution's manageror to the Secretary General, which is likely to come in and help to
75
promote initiatives to improve the administrative work and is avoided subordination to

hierarchical lower levels of decision, levels where managerial skills of compartment/
departments
managers are reduced and bring very little value on their judgment of
employees' labor and on the use of their skills.
V.3. A contingent approach

Boxall and Purcell153 show that not only the approach of best practices, but also
the approach of fit practices could be correlated at some extent. Some basic principles,
such as employees' development, their involvement, the consistent stimulents have an
universal success, but the effective structure of the human resources practices depends at
some extent by the unique organizational context.
Human resources management systems have to be focused on solving operational
problems and implementing organization's competitive strategy. When we discuss about
the measuring methods of human resources management value, the absence of some
measuring practices of these methods unanimously accepted makes such a process
difficult, but there is an unanimously acceptance in the literature on the subject that
coherent human resources management systems include rigurous procedures of selection
and recruiting, stimulents for special performance, a personal development management,
activities of training specialized on the organization's mission and objectives, but also a
special engagement stimulating the employees participation to taking a decision's process
(E.g.: Arthur, 1994; Huselid, 1995; MacDuffy, 1995; Pfeffer, 1994).
But the connection between the human resources policies and organizational
performances is the most difficult challenge for practitionars, although it is not need to
argument this link anymore, it is indeed very difficult to measure, especially because the
human resources departments have to proove the fact that the taken measures are efficient
and have a strategic importancefor the organization. It's far more easier to correlate a part
of human resources policies, payment, with the organizational performance, because such a
connection does not have significant problems and is the one that counts the most in reality
for the managers. Lawler154, shows that probably the clearer connection between the
remuneration and culture systems regards the practice of payment by performance. A
connection strategy of the payment by performance implies a culture oriented to
153
Palgrave Macmillan, p. 10
154
Lawler, E., 1995, The New Pay: A Strategic Approach, Compensation and Benefits
Review, 27 (4), 14-22, p. 14
76
performance.
Pfeffer155 considers that the long-term engagement can be obtained by a more
rigurous selection and recruiting and significant investments in employees' training and
developing. These may be integrated by collective stimulents linked by organizational
performance, in the detriment of individual stimulents. As the organizations couls choose
many strategies to bring value to their own situations, we may consider that a contingent
approach between human resources department strategy, organization's strategy and
external context is adequate.
In this way, taking into account the existence of a variety of motivational elements
present in the different theories and models which can be applied to the public service, we
may draw the conclusion that nor the intransigent existence or application of a model or
theory might bring an organization's success, but the way in which it achieves to identify
the exact elements that fit in the social and economical context and in the environments in
which activates. For example, as the remuneration system of the public servants in
Romania becomes more consistent a series of aspects can be identified and successfully
implemented, aspects that are linked by intrinsic elements specific to the motivation theory
in the public service. It may not be drawn a clear line between using the different
motivational elements because they have to adapt to new need and specific contexts.
V.4. The chapter's conclusions

The present chapter has showed that an integrated human resources motivation
management in the public institutions approach is needed not only from Romania can be
ensured by reforming the actual recruiting system, reform that might bring an even more
competence in the public function. As regards of strengthening MSP can only be achieved
by carefully paying attention on how the financial stimulation means are used, so that they
do not lead to a diminuation of the intrinsic motivation.
In the present chapter we have also seen that the administrative reforms from the
last years led to the creation of new public functions, statutary or contractual (the
European Affairs Counsellor, the public manager, the public administrator etc.), which are
wanted to dynamise the public service, but only a part of these new positions were
accompanied by measures to ensure the presence in the named levels of some individuals'
public positions, on the one hand dedicated to the public function and to public interest (to
155
Pfeffer, J., 1998, The Human Equation: Building Profits by Putting People First, Harvard
Business School Press, Boston, p. 75
77
ensure the presence of the MSP), and on the other hand, professionally very well prepared.
It has to be mentioned that, under the influence of some factors of political nature in
general, the cases of distortion of natural meaning in the process of recruitment are able to
cancel any competence or dedication to the public service of the new employee, because
in such a case is affected irremediably the ethics of public service.
In this chapter we have seen that the reform of an existing positions or introduction
of new ones created also different contexts of professional development and motivation
for the employees in the public system. Athe accent was posed in the present chapter by
labor's satisfaction of the employees that occupy general public functions, public manager's
work satisfaction (special public function) and the public administrator's work satisfaction
(contractual employee), concluding that this satisfaction degree differ on how close is the
function to the decisional centre of the institution.
The public administrator is nominated in the function at the Mayor's decision, in the
most cases he/she is close to the Mayor from the political implication point of view and
enjoys stability and decisional power as long as the Mayor who employed him/her stays in
the function. So, the perception of the public administrator towards his/her role within the
local public authority is a positive one.
The public manager is nominated in the function as a result of a multidisciplinary
examinations with the participation of intern and international experts and also of
proffesional long-term training, benefitting from a legal framework that confers function
stability, even in the context of frequent political and administrative changes. The
satisfaction degree towards the organization is less to the public manager than to the public
administrator, because in this case there is not a direct political connection to the decisional
factor in the institution. However, the legal framework, as well as public managers powers
allows him/her to participate directly to institutional reform processes, to coordinate
working groups or projects and to contribute to public service, aspects which lead to a high
enough satisfaction in work.
In the degree of work satisfaction towards public institution of employees
occupying general public functions, the situation is much more heterogeneous, in the light
of the diversity of the functions on this bearing (functions of public management and
execution), power decision-making, skills and the different degree of remuneration.
Also, I have shown in this chapter that organizational performance is the direct link
with the use in the human resources management concepts of best practice, respectively
best fit. So, it can be concluded that it is necessary in the Romanian administrative
78
context both identification of good practices in respect of human resources management

and for carrying out public service, as well as their integration and adaptation to domestic
context, the mode of structuring Romanian public and the citizen's expectations regarding
the efficiency of the public service provided.
If in the last few years we have assisted in Romania's public institutions in to
rename personnel departments in departments of human resources and more new
departments of human resources management, in the same period of time, on the
international scenery the organizations which pursue a performance as high as possible on
their own employees in relation to strategic objectives of the organization have adopted the
concept of a "strategic management of human resources". I have shown, so, in this chapter
that in the Romanian administrative context
is required a "strategic vision" of
management of human resources, so that any strategy or policy for management of human
resources to burst and be constantly in correlation with strategic objectives that the
institution proposes to itself.
GENERAL CONCLUSIONS
The twentieth century represented a very benefic time for the evolution of the
organizations' management and for the introduction of elements and innovations that led to
the developing of motivation concept.Therefore, a series of motivational theories tried to
find explanations on the nature of motives that push the individual to act and the way in
which these motives can be controlled by the organizations' management for obtaining
maximum performance from its employees.
The human resources motivation is described in this work through the prism of
multiple theories that have dealt with it, Taylor's scientific management theory which
identified a certain mentality among workers, who thought that by working harder the
work ends and they will loose their jobs, continuing with Maslow's theory of needs'
hyerarchy, that starts from the premises of the existence of five big categories of needs that
Maslow categorize and makes a hyerarchy, depending on the importance that are given
(physiologic needs, needs of physical and social security, social needs/of socialising,
esteem needs/ of recognition, needs of self-updating/ self-perfecting/self-accomplishment/
esteem and social recognition) or Herzberg's bifactorial theory that identifies two groups
of factors which influence employee's feelings towards his/her work, hygiene factors or
extrinsic factors and motivation factors, of growth or intrinsic factors.
As we have seen in this work, classical motivational fail to capture all the specific
79
elements to a public organization, that is for Perry's action to shape the delineation of a
theory of motivation in the public service requires a development and an awareness which
could have a beneficial impact both on practicing and on teoreticienilor in order to
relaunch the debate on the level of the determination of civil servants for achieving
working tasks. Theories based on rational choice could not explain certain public behaviors
such as: personal sacrifice, the achievement of public interest, altruism. The difficulty of
defining these behaviors in terms of the rational choice led to the integration of such
behaviors within the concept of motivation in the public service.
Defining motivation in the public service (by Perry, Wise, Rainey, Brewer etc.), in
relation to capability or the desire of some people to have a particular impact in the
organization of public affairs, of the community or nation has led to the orientation of this
theory to the intrinsic level of motivation in comparison with an extrinsic motivation based
on salary, promotion, job security etc.
An important issue concerning public servants' motivation, analyses in the literature
on the subject takes into account the fact that the motivation through financial rewards may
lead to opposite effects, from the nominating or distribution methods which are less
transparent (Jeanson, Duvillier, Genard and Piraux), to the transformation of values from
regulations into an expective ones, which sustain that the carrying out of the duty, of tasks
without an extra payment is not enough (Frey and Osterloh) or to undermine selfdetermination in achieving the task because the employee feels that the external pressures
is the main motivating factor (Myers). In such a scenery, the public servant does not feel
that the activities would motivate the intrinsic motivation in the same measure with the
extrinsic one, therefore reducing the intrinsic engagement towards the activity.
As we have seen in the present paper, the empirical analysis made in the literature
on the subject (Rainey) shows that public sector employees have a greater interest in
fullfilling selfless or ideological purposes, such as helping others or do something for the
society's use and a lower interest in financial remuneration, in opposition with private
organizations' employees that present a higher attraction towards extrinsic, material side of
motivation. In this way it could be observed that many public servants do not respond only
to financial stimulents, a variety of non-financial stimulants affecting the conduct in the
same measure: trust, duty, selflessness or repution in the community.
During the research I have highlighted Crewson's analysis which considers that the
use of extrinsic stimulation for tasks that have a high degree of intrinsic motivation can
alter perception of individuals on the place and nature of motivational cause. The provision
80
of financial incentives for exceptional performance which has been intrinsically motivated
may reduce in time the possibility for the intrinsic motivation to gain success in the future.
As a result we will see that the feeling of self-achievement (the public servant's inner
feeling, so intrinsic motivation) is put out as being motivational factor. The same opinion is
sustained by Prentice who shows that using extrinsic stimulents could conduct of an
overwhelming of motivation in the public service by external financial stimulents, as it is
suggested to the employee that his/her employer does not recognise any assotiation
between result and effort, but that of a simple market relation. Therefore, I have shown in
the present paper that the motivation theory in the public service is shaping as a
motivational theory adapted to the public function's specific, a theory based on the intrinsic
motivation and that follow a rigurous use of extrinsic motivation for not affecting the inner
motivational force of the public servants. The motives that determine that the public
servant to act are therefore identified with the nature of his/her job, that of representation
and action of public power, of contribution to the community's, nation's or even the whole
mankind welfare.
Motivation's theoreticians in the public service had different opinions regarding the
use of extrinsic motivation for the stimulation of employees with a superior degree
ofintrinsic motivation. A first opinion was considered that extrinsic stimulations can
conduct to a weakaning of the intrinsic motivation, but on the other hand, another authors
consider the opposite, that a combined use of both of them does not produce any negative
effect on the degree of the intrinsic motivation.
I have shown in this work that, from the persistence's point of view that motivation
in the public service has on the public servant, Perry's vision does not take into account
continuity in the public servant's effort or the period of time in which he/she is intrinsically
motivated to achieve the public service.
Therefore, starting from the intrinsic meaning of motivation in the public service
(of the predisposal or natural skill), as is defined by Perry, might result that this motivation
is independent by extrinsic factors (social, political, institutional etc), specific to the
organizational environment. But Perry did not insist on the fact that there are factors
external to the employee that has an influence on his/her motivation. These factors reflect
also in the period of time in which the motivation in the public service activates on the
public servant.
Although it may be analysed throughout some general characteristic elements, the
motivation in the public service has particularities and a different intensity from one public
81
servant to another. This is the reason for which a good knowledge and understanding of the
elements that motivate each and every employee from a department is the manager's task,
that having to identify those means of employees' intrinsic motivation to ensure of a high
level of persistence as possible, and, as possible, an intensification of it foe ensuring
continuity and performance in supplying public service. Therefore, the public official, the
one that is conscious that his/her salary is not as high as in the private system, but
conscious about the importance of his/her work in the public service in the same timeneeds
to be cultivated consideration's growth towards the results and the impact of his/her work
in the community's, state's, nation's life. A disregard of these results, of the public officer's
work, treating his/her activity like a simple, easy job, will determine him/her to become
just a simple employee that lost the public dimension of his relationship with the institution
from which is a part of, and therefore a disregard of the public service's purposes that
he/she accomplishes.
As I explained, the motivation in the public service is not permanent, although a
part of the literature on the subject, through the identification of the MSP with the
individual's intrinsic motivation to serve the community's, state's, nation's public welfare it
was let to be understood that the MSP is a given at birth to some individuals and that a
person can anytime to return to this given, this motivation will act with the same
intensity. This given may be lost or diminished as the intensity of expression. The factors
that I previously spoke may affect the MSP. Moreover, we can say on the basis of previous
experiences of the motivation in the public service as they were identified by Perry,
especially on the basis of previous parental socialising that if we consider that there are
previous experiences during childhood that can influence positively the development of the
MSP, like family, school, religion etc., then, per a contrario, may exist subsequent
influences of the moment of proffesional career debute that can manifest opposite to the
childhood's situation, influences that may contribute to the weakening of the MSP and to
the individual's alenation to the public good, as he/she understood in the previous time.
Furthermore, I have shown that the MSP understood as representing intrinsic
motivational factors that act on the conduct may be lost. The lost of the MSP is caused by
extrinsic motivational factors such as: the loss of some salary rights (remunerational
demotivation), the unjustified and subjective answer of the hyerarchical superior of posing
into action the reform proposals, the objectives' degradation of the public official,
structural modifications or in the management of the public service, unjustified and
repeated etc. (proffesional demotivation).
82
In this paper I have also revealed that a series of authors such as Gagne i Deci,
have put into discussion the problem of excessive use of extrinsic stimulents in the public
service, use that can conduct to a decrease of intrinsic motivation of the public officer.
These stimulents will not undermine the intrinsic motivation if will not disactivate the
implicit motives linked by the pleasure of carring on of certain activities/tasks. It was
therefore highlighted the fact that, when the payment is used independently of the
engagement in a specific task (as would be the case of remuneration) or when the payment
is not anticipated (as would be the case of unexpected bonuses), the extrinsic tangible
reward does not undermine the intrinsic motivation. When the reward is associated with
the special performance in the interpersonal context, supports rather than pressure, the
tangible reward increases the intrinsic motivation in comparison to a situation in which
does not exist a reward or feedback. From this point of view, the use of financial stimulents
can be done in the public service without affecting the intrinsic motivation. This use have
to be more rare, contingent, as not to substitute the importance of intrinsic motivation for
the achieved work, and the categorisation of the employees has to take into account the
principles of the equity theory and the fact tat within every department there is, in many
cases, a fair perception of each and everybody's work and results. It is the manager's task to
ensure that this percaption is fair, meaning that the employees are informed of their
coworkers' results and work and that each of them is rewarded in accordance with these
results, in the case that extrinsic stimulents are used. The organization's manager has to
identify different forms of employees' motivation to esure the climate for the well-done
work climate, for competence and constructive analysis and fullfillment of the
organization's objectives.
Although many instruments used in the human resources motibvation in the private
sector may be transferred to the public service as well, there are, nevertheless, some
specific elements for each sector that determines adaptations and the taking into
consideration of those motives, in many different cases, that determine the activity of the in
the organization. From this perspective I highlighted in this paper the opinions of lui
Perry and Wise that raise our attention that the persistence of the current of treating the
public service more like a private company may contribue to a decrease of developing
social purposes of the public service and that will fail in revealing those unique motives
that are associated with the employment in the public service and that sensitive link
between the way in which the bureaucracy operates and the advancement of democratic
and social values.
83
Like I showed, the analysis of the institutional strategic plans and of modernising
the public administration strategies achieved in the present paper shapes a personnel
higher fluctuation in the public administration, especially in the years of political
managerial change. Local public administration's authorities are less affected by the change
consequences, in many cases maintaining the institution's management and the existing
strategies, including those of human resources. In the case of the central public authorities,
the general elections that conduct to the authorities' management change promote also a
great instability of human resource, the personnel fluctuation not being reduced to political
functions, but also dynamising a high number of public officers.The personnel's fluctuation
continues also in the following years of the elections because in very few cases the
government and a ministry achieve to maintain their management (also the human
resources politics) for four years. On the other hand, besides these political factors there
can be also identified a series of managerial/ legislation factors that conduct to a certain
dymanics of the human resources.
Regarding the use of equity's theory principles in the extrinsic stimulents, a starting
process was made for the personnel from the public institutions that carries out activities
within a project team financed by community funds grants after accession, as the FrameLaw 284/2010156, in which the members of the teams could benefit by the
supplimentaryremuneration classes reported to the numbers of worked hours within the
projects. We can say that this approach has brinh an extra coherence and equity in the
personnel's stimulation that manages project financed by community funds grants, in
comparison with the previous approach, even if also here can be identified at least
twoproblematic elements. The first is connected by the fact that the evaluation of the
activity carried out within the project team is made not by performance, but by the
numbers of worked hours, understandable issue in any case taking into account the
difficulty of evaluate performance in the public service, and the second problematic aspect
, the one that depends on the organizational culture of every institution takes into account
the presence in the project management teams of management personnel or close personnel
to the institution's management, but who does not contribute effectively to the
implementation of the project, but only benefit from a number of hours and the
supplimentary classes posed to remuneration. This aspect turns bach the problem to the
156
Frame-Law no. 284/2010 concerning the unique remuneration of the personnel paid by
public funds
84
equity's theory, but in this case the issue is not a system's one, but one of management and
morality, aspect that has to be solved of each institution's level.
In the same direction, another series of political and legislative factors can
influence decisively the dynamics of human resources in the public institutions. Here is the
case of decisions of elimination, reorganization or fusion of some public institutions. In
many cases is inviked the necessity of ration, of efficiency of some institutions' activity,
although previously it was invested very much in their image and in their administrative
capacity. In some cases, these changes are used as instrument of modifying the institution's
diagram and of eliminating from functions of some managerial public officers that are not
desired by the new political management. In the case of the central public authorities, these
changes are very frequent, one or one and a half year, corresponding with the period of
stability in function of the Ministers, their change dynamising chaining modifications on
all levels of management within the Ministries and even within the subordinated
institutions.No matter the reasons for these changes (real and/or evoked), they are not to
manage a diminish of personnel's fluctuation ( but the contrary) or to lead to a better
motivation of public officers and therefore to support the growth of the administrative
capacity of the public institution.For eliminating these practices of fusion, overtaking,
elimination, establishment of some institutions or structures within other institutions, it
must be accepted by a very vast spectre of political factors a decision concerning the
institutional reform. This kind of decision must have an applicability for a long distance
(minimum a decade), its subsequent change (also through the consensus of a very wide
spectre of political factors), following to intervene on the basis of sustainable and
performance analysis. An institution's performance can not be analysed every year or at a
period of time of a year and a half, the repeated changes meaning high costs and a
personnel fluctuation that have a negative impact on human resources motivation.
In the present paper we have seen also that the motivatin literature in the public
sector considers that the introduction of some extrinsic economical stimulents could have,
in the best case a limited efficiency, and in the worst case would eliminate the intrinsic
motivation and, as a result, would diminish the performance of the public officer.On the
other hand, as a result of the research on the motivation of public officers from the public
administration in Romania, I have showed that, apparently in contradiction with the
motivation's theory in the public service, in the Romanian institutions the tecniques and
modalities of financial motivation work very well, the reason being mainly connected tothe
general stage of development of the Romanian society, the generally low remuneration in
85
relation to the expectations to the carried out work and the remuneration of the employees
in the public sector.
Therefore, in the Romanian administrative system may be successfully use
extrinsic motivational techniques as long as such a use does not conduct to the intrinsic
motivation diminishing. The people who have an ethic of the public service and those who
enter in the public service have the tendency of valuing more the intrinsic motivations
rather than an extrinsic reward, that is why the use of extrinsic stimulents has to be
achieved with a highly attention and to be complementary to the intrinsic motivation, and
not a factor to substitute it.
Also, I have showed that in the Romanian administrative system, a cause of the
lower degree of public officers' motivation is the recruiting system. Thus, on the one hand
the existing recruiting system is not able to provide access to the system of people with
intrinsic motivation to the public service for the simple reason that no one is concerned
about the existence of MSP for persons who shall enter into the public service, and on the
other hand this system does not evaluate conscientiously the professional training of those
who want to enter the public service. The legal requirements connected to the candidate's
performance for the public function (his/her testing) have become only elements that are
fixed by the institutions that hire public officers. Thus, modifying the natural meaning of
the procedure of recruitment, public organizations undertake staff which does not
correspond to qualitatively to the position's needs on which they are to be employed, and
on the point of view of the ethics of the public sector the motivation in the public sector is
questionable. Thus, as far as recruiting public officers in Romania concerns, it is necessary
a reform of the recruiting system, reform that can bring a better prepared personnel in the
system, and, implicitly a greater performance of the public organization. A solution that
would ensure the fullfillment of this performance desire (similarly to the employees from
the private system) could be a dual system with a preliminary recruitment of the national
level and with a following recruitment at the level of every hiring institution. In the
absence of such a reform that would ensure the entrance in the system of some competent
employees with motivation in working in the public service, any manners of extrinsic
motivation would be applied would not have anything else but limited effects and would be
inefficient on the medium term.
86
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MINISTRY OF NATIONAL EDUCATION

NATIONAL SCHOOL FOR POLITICAL AND ADMINISTRATIVE STUDIES

THE DOCTORAL SCHOOL IN ADMINISTRATVE SCIENCES

MINISTRY OF NATIONAL EDUCATION

THE DOCTORAL SCHOOL IN ADMINISTRATVE SCIENCES

The management of Human resource

I.2. Ways of motivation and approach examples of human resources...

I.3. Comparative analysis regarding the motivational theories.

I.3.1. Maslow's needs hyerarchy theory...

I.3.2. The X Theory an the Y Theory..

I.3.3. The ERD-ERG Theory...

I.3.4. The bifactorial Theory

I.3.5. Theory of the three factors.

I.3.6. Expectations Vroom's Theory

I.3.7. Adams's Equity Theory..

I.3.8. Job characteristics theory

I.3.9. Self-determination theory...

I.3.10. The intrinsic motivation theory

I.3.11. Extrinsic motivation theory..

I.3.12. The cognitive evaluation theory

I.4. The chapter's conclusions

II.2. The theory of public service motivation. Introduction...

II.3. Defining motivation in public service

II.4. The motivation in public sector versus motivation in public service

II.5. The motivation process..

II.6. Motivational values

II.7. Motivational types..

II.8. A movives' classification

II.9. The antecedents of public service motivation

II.10. Behavioral implications

II.11. The incidence of extrinsic motivation and its role...

II.12. Intrinsic and extrinsic motivation of the effort done

II.13. Public service motivation: immutable or temporary analysis..

III.2. Engagement towards work..

III.6. Mechanisms for consolidating moral and motivation..

III.7. Organizational specificity and motivation

III.8. Resizing organizational stimulents' systems

III.9. Demotivation obstacle for employees' efficiency.

III.11. Motivation of the employees in Romanian public administration - case study

IV.2. Delegating decisions.

IV.3. The effective remuneration...

IV.4. Using stimulents

IV.5. Creating partnerships

IV.6. Motivating teams...

IV.7. Using feedback.

IV.8. Leading in changing times

IV.9. The best practices in motivating human resources..

IV.10. The best-fit methods in motivating human resources

V.3. A contingent approach

V.4. The chapter's conclusions...

with fullfilment of tasks

motivation of the clerk, a previous-hiring motivation in public administration. Therefore,

motivation in the public administration, using as bibliographic resources especially the

To motivate: bringing arguments in favour of an action, mobilising; motivating: the action of

I.2. Ways of motivation and approach examples of human resources

of view, the commitment to the organization involves a combination of three distinct

I.3. Comparative analysis regarding the motivational theories

I.3.1. Maslow's needs hyerarchy theory

motivating factor for the individual, contributing to shaping of a trusty feeling in

I.3.2. The X Theory an the Y Theory

I.3.3. The ERD-ERG Theory

The Human Side of Enterprise