Effects of leader-member exchange and public service motivation on job satisfaction and organizational commitment in a public workforce sample

Abstract

This study investigated the combined effects of employee perceptions on the strength of the relationship with his/her direct supervisor and the employee's public service motives on job satisfaction and organizational commitment. A survey measuring leader-member exchange (LMX), public service motivation (PSM), job satisfaction, and organizational commitment was distributed to a sample of employees of state agencies. State agency employees were chosen for the sample because Perry and Wise (1990) indicate those who seek employment with public organizations have higher levels of PSM than those who work for public organizations.

Hypotheses about the combined effects of LMX and PSM on job satisfaction and organizational commitment were tested using multiple regressions. A canonical correlation and regression trees were used to further test the effects of LMX and the PSM subscales of PSM Compassion, PSM Public Interest, and PSM self-sacrifice on the outcome variables. Results indicate the LMX relationship reduced more variance in job satisfaction and organizational commitment than the individual's public service motivation. These results suggest leaders in the public sector should emphasize building strong working relationships with subordinates when attempting to keep employees engaged and committed to public service organizations. Regressions run using LMX and the PSM subscales suggest PSM Public Interest reduces more variance in job satisfaction and organizational commitment than the other subscales. Results of the canonical correlation support the findings from the multiple regressions while results from the regression trees suggest complex relationships between LMX and the PSM subscales.