The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement: a panel study in Pakistan
基于巴基斯坦56名公共管理者的面板数据，研究了公共服务动机、工作亲社会影响和奖励公平如何共同影响员工敬业度，发现不同动机水平的员工对公平和亲社会影响的反应不同。
We examine independent and joint influences of public service motivation (PSM), job prosocial impact, and job reward equity on public employee engagement. Using panel data collected from 56 public managers in Pakistan, we find that managers with high levels of PSM feel more engaged when they experience high reward equity but low job prosocial impact or when they experience high job prosocial impact but low reward equity. Managers with low to moderate levels of PSM, however, report being more engaged when both job reward equity and job prosocial impact are high. These findings provide a nuanced understanding of how PSM affects public employee engagement.