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Published online by Cambridge University Press: 07 December 2020
The chapter focuses on attracting individuals whose predispositions will create a foundation for high quality service to citizens. Arguing for public organizations to attract individuals with high public service motivations means that merit, which has traditionally been associated with competence alone, would be defined more broadly, to include service predispositions. This chapter identifies methods for attracting and selecting high public service motivation staff. Among the methods are for public leaders to develop compelling organizational images and to advertize to appeal to prospects' commitments to making a difference. Public organizations should also screen in applicants with high public service motivation (or similar attributes) and screen out prospects whose motivations are likely to crowd out intrinsic or prosocial motivations.
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