Provide a peer respond to your classmate, Angel's post below.

"Hello Class,

Here is my post for this week.

Are there stereotypes about motivation of public employees? What are they? Do you think they are true?

Yes. Stereotypes surrounding public organizations, their employees, and their operations impact how the rest of civilization views public employees. Due to assumptions like; public organizations are "inefficient bureaucrats who could not be fired" (Rainey, 2014., pg. 103), or public management is "passive and inattentive to long-term purpose" (Rainey, 2014., pg. 199) creates a negative connotation on a lot of government entities.

Stereotypes about public employees that are found in literature are phrases like, public employees are "lazy, slow, and inefficient" (Dinhof et al., 2023). In public perception "government workers value security over ambition" (Ferris & Ferris, 2021). They are known to "resist change and innovation, or complacent and difficult to motivate" (Ferris & Ferris, 2021). Public employees have been assumed to being unhappy people as well.

I work with a lot of military personnel (federal employee) and I feel there is truth and false accusations of everything stated above. I feel federal employees specifically adapt to their environment (organization) not come off as being difficult or lazy. In my experience, government employees intimidate managers which inadvertently impacts their onboarding process. This initial encounter unfortunately sets the tone for the employee making expectation higher, increasing pressure and stress. What matters is how they are approached, how clear expectations or objectives are outlined for them, and how management is able to identify their abilities to maximize their potential.

What questions/issues does self-determination theory raise about the adoption of performance-related pay in the public sector? Is this effective? Provide examples from your own experiences.

Self-determination theory states there are "three innate yet essential psychological needs to motivate people and their behavior" (Rainey, 2014., pg. 281). Competence referring to mastery of an action to produce desired outcome. Relatedness seeks the need to develop stable and fulfilling relationships with others. Autonomy which addresses the need to be in control. Self-determination theory provides an intrinsic rewards structure that can help public employees.

Although it can seem like investing in initiatives that promotes competence, relatedness, or autonomy is useless or unprofitable, organizations will benefit from these efforts a lot more and for a longer period of time as well. Intrinsic implementations in an organization can be a slow process. For examples, in order to meet competence, learning material will need to be developed and time out of a work day will need to be given to employees for training. This will give them the opportunity to attain knowledge and skills. An example for relatedness is, organizations investing in company functions to bring employees together. Company socials allow colleagues to network, share ideas, and brainstorm in matter of minutes. This can improve operation time, problem solving time, and possibly improve operations as well. Organizations will also need to learn the interests of their employees to promote a supportive environment and inclusivity. As for autonomy, organizations will need to learn to trust their employees. Give employees the opportunity to learn, grow, and feel valued. Organizations need to provide opportunities to promote employee support. Encouraging an open-door policy so employees don't feel abandoned. If given the opportunity, give employees access to resources to support their needs to meet company goals.

Provide in-text citations and references in an APA format. Write it like it was written by me. Cite and reference only the provided references.

References:

Dinhof, K., Neo, S., Bertram, I., Bouwman, R., Noortje de Boer, Szydlowski, G., Willems, J., & Lars Tummers. (2023). The threat of appearing lazy, inefficient, and slow? Stereotype threat in the public sector. Public Management Review, 1-22. https://doi.org/10.1080/14719037.2023.2229326

Ferris, L., & Ferris, L. (2021, March 9). A Secret Shared By All Government Workers. Computronix. https://www.computronix.com/a-secret-shared-by-all-government-workers/

Rainey, H. G. (2014). Understanding and managing public organizations (6th ed.). Jossey-Bass.