Motivation between Employees of Public and Nonprofit Organizations

In the private sector, the managers and people concerned take employee motivation very seriously more than the public sector. The public sector employees are not motivated by monetary rewards, which are extrinsic unlike the private sector employees who are always hungry for the monetary rewards offered to them by the management. Having a workable environment that is supportive is all that a public sector employee wants, which is not the case with the private sector employees (Perry et al., 2010).  If the working environment is comfortable, the employees feel no pressure in being in the organization. Members in the private's sector have a great working environment since the management has employed more than enough staff to take care of that unlike the public sector which has fewer employees but the workload can be too much for a single person.

There are internal desires that push a student to perform better and to higher levels. These desires can be attributed to the fact that the student wants to get into a good organization. Currently, the world we are living in is so competitive in a way that everyone wants to be better at what he or she does (Cerasoli et al., 2014). To secure a good position in an organization, then the student has to perform better and shine bright enough to be spotted by a popular organization.

Various ways can be used in motivating the employees in the public sector. Good communication is one way of ensuring that the employees are motivated at what they do. Using harsh language will eventually push away the employees and eventually lead to some quitting and others underperforming (Perry et al., 2010). Offering certain opportunities such as a chance for advancement will get the employees attention and they perform with greatness as they are motivated to achievement.

References

Bozeman, B., & Su, X. (2015). Public service motivation concepts and theory: A critique. Public Administration Review, 75(5), 700-710.

Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological bulletin, 140(4), 980.

Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 70(5), 681–690.