From Catalyst to Constraint: The Role of Public Service Motivation in Organizational Power Dynamics

This study examines the often-overlooked downsides of public service motivation (PSM) in the context of power abuse, job dissatisfaction, and resignation intentions within public sector organizations. While much of the literature emphasizes the benefits of PSM, this research investigates its darker side, particularly how it may discourage employees from resigning even when faced with unethical or inappropriate managerial behavior. Using a PLS-SEM approach with a bias-corrected bootstrapping procedure (PLSc), the study analyzed questionnaire data from 119 employees in Italian public administrations. The research focuses on managerial power dynamics and the role of PSM in moderating job dissatisfaction and resignation intentions. The findings confirm that PSM reduces the negative impact of power abuse on job satisfaction, decreasing the likelihood of resignation. Employees with high PSM are less likely to leave their positions despite experiencing dissatisfaction, as their strong commitment to serving the public often outweighs personal well-being concerns. This study contributes to the growing body of literature on the "dark side" of PSM by revealing its unintended consequences. High levels of PSM may lead employees to tolerate managerial abuse, perpetuating dissatisfaction and stress, with long-term negative effects on both individual well-being and organizational health. By offering a fresh perspective, this research underscores how PSM, under certain conditions, can sustain negative work environments. Tolerating power abuse not only violates employees' rights but also undermines their motivation to serve the public, a core principle of PSM. This acceptance of dysfunctional power structures diminishes morale, erodes organizational performance, and ultimately compromises the effectiveness of public service delivery.