Open Journal of Political Science
2013. Vol.3, No.4, 131-133
Published Online October 2013 in SciRes (http://www.scirp.org/journal/ojps) http://dx.doi.org/10.4236/ojps.2013.34018
Copyright © 2013 SciRe s . 131
Strategic Reason for Employing Workers with Public Service
Motivation
Wakana Hatada , Tomomichi Mizuno
Faculty of Economics, University of Nagasaki, Sasebo City, Nagasaki, Japan
Email: hatada@sun.ac.jp, rinri@sun.ac.jp
Received June 20th, 2013 ; revised July 23rd, 2013; accepted August 7th, 2013
Copyright © 2013 Wakana Hatada, Tomomichi Mizuno. This is an open access article distributed under the
Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any
medium, provided the original work is properly cited.
We construct a simple game-theoretic model in which one private firm and one public (or state-owned)
firm compete in quantity of goods produced or service provided. The private and public firms each decide
how many workers with public service motivation they will employ as part of an incentive scheme. We
assume that both firms produce homogeneous goods with a quadratic cost function but that the private
firm is more efficient than the public firm. Both firms are faced with linear inverse demand. We show that
whether public firms employ more workers with public service motivation than private firms depends on
the efficiency gap between the public and private sectors. This result explains why some literature in pub-
lic administration reports a significant difference in public service motivation between employees in the
private and public sectors and the other literature does not.
Keywords: Public Service Motivation; Oligopoly; Strategic Hiring Policy; Efficiency Gap
Introduction
One of the important issues in the literature of public admi-
nistration is whether employees of public (or state-owned)
firms and those of private firms are different in terms of
work-related values, reward preferences, needs, and personality
types (Wittmer, 1991). Following a prominent study of public
service motivation (Perry & Porter, 1982; Perry, 1996, 1997),
many papers study this issue1. However, overall, empirical
studies on this issue do not have consistent results. That is,
some studies show that employees of public and private firms
are different, but other studies do not show this. For example,
while Rainey (1982) reports a difference in preferences regard-
ing the value put on helping others, Gabris and Simo (1995)
show that there is no difference between workers in the public
and private sectors.
In order to explain why we cannot obtain robust evidence
about the difference in public service motivation between
workers in the public and private sectors, we provide a game-
theoretic model. Analyzing this model, we show that the strate-
gic incentive to employ workers with public service motivation
and the disparity in efficiency between the public and private
sectors accounts for the difference. That is, whether public
firms employ more workers with public service motivation than
private firms do depends on the efficiency gap between public
and private firms.
Our approach is relevant to the issue of delegation in micro-
economic theory and game theory (Vickers, 1985; Fershtman &
Judd, 1987). In the delegation model, the objective of the prin-
cipal is not the same as that of his agent. Thus, the principal
creates an incentive scheme for the agent. In our model, the
owners and governors of the firms in the public and private
sectors decide how many workers with public service motiva-
tion to employ. This decision works as a commitment of the
incentive scheme. This point is in contrast to previous studies.
This paper is organized as follows. In the next section, we
present the model. The third section calculates the equilibrium.
The final section offers a conclusion.
The Model
We provide a simple game-theoretic model. We assume a
public service market (e.g., the education industry or security
industry) where one private firm (firm P) and one state-owned
firm (firm S) compete in quantity of goods produced or service
provided2. In each firm, there is an owner (or governor) as prin-
cipal and a manager (or public servant) as agent. For the private
firm, the owner wants to maximize its profit; for the state-
owned firm, the governor wants to maximize social welfare3. In
order to maximize the owner’s objective, the owner (or gover-
nor) designs the objective function of the manager (or servant)
as the incentive scheme. For simplicity, following Vickers
(1985), we assume that the manager’s and servant’s objective
function (uP and uS) designed by owner and governor are:
1,
PPP PP
ux
1,
SSS SS
ux
2The assumption that there is only one private firm in the market is not
essential for our results. We can extend the model to an oligopoly market
with many firms.
3The oligopoly model with profit-maximizing private firms and welfare-
maximizing public firms is called a mixed oligopoly model. For surveys on
the mixed oligopoly model, see De Fraja and Delbono (1989) and Vickers
and Yarrow (1988).
1For the survey on publi c service motivation, see Perry (2 000).