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

"Hello Class,

Stereotypes about public employees' motivation continue to surface in both casual conversations and some areas of academic research. A common assumption is that public sector employees are less driven than those in the private sector, motivated mainly by job security, benefits, or a preference for routine. Others suggest public servants lack the same performance mindset or entrepreneurial spirit, often citing rigid bureaucracies as the cause. While these ideas persist, research shows they are not well-founded. Surveys consistently indicate that public employees report high levels of motivation, particularly when it comes to intrinsic drivers such as service, purpose, and a desire to contribute to the greater good (Rainey, Fernandez, and Malatesta, 2021). Perry and Wise (1990) also argue that many public employees are drawn to service out of a normative commitment rather than material reward.

I have seen this firsthand. During my time managing mission planners for special operations, one example that stands out involved a complex scheduling crisis after an unexpected aircraft realignment. The team worked through it over four intense days. No one asked about overtime or recognition. They simply focused on resolving the issue for the mission. Similarly, while serving at the U.S. Embassy in Bulgaria, I observed language program coordinators voluntarily supporting instructors after hours. These efforts were never tied to formal incentives. They were driven by purpose and pride in public service.

Self-determination theory helps explain this kind of motivation. It suggests that individuals are most engaged when they feel autonomous, competent, and connected to others. However, performance-related pay in the public sector often undercuts these conditions. For example, during a rollout of standardized evaluation metrics for contract specialists, employees shifted their attention from long-term solutions to meeting checklist goals. Some high performers felt discouraged, not empowered.

That said, too much autonomy without structure can also hinder motivation. When I supported a new analyst onboarding initiative that lacked clear guidance, several junior team members felt overwhelmed rather than empowered. In that setting, freedom without clarity became a barrier rather than a motivator. The lesson is that context matters. Performance pay can be useful when designed to support internal motivation, but public service work is often sustained by mission alignment, trust, and meaningful recognition rather than transactional rewards.

References: Perry, J. L., and Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50(3), 367-373. https://doi.org/10.2307/976618 Rainey, H. G., Fernandez, S., and Malatesta, D. (2021). Understanding and managing public organizations (6th ed.). Wiley.