PUBLIC SERVICE MOTIVATION, LOYALTY, AND VOICE OF CIVIL SERVANTS IN KAZAKHSTAN

Abstract

This study tests the effects of public service motivation (PSM) and loyalty/organizational commitment on voice of civil servants, using data from a survey of civil servants in Kazakhstan (n=1,122). Having implemented significant economic and public administration reforms in the nearly three decades since independence, Kazakhstan presents a suitable context for studying public service motivation, loyalty, and voice of civil servants. To develop hypotheses, this study applies insights from different theories, including public service motivation (Perry & Wise, 1990), Hirschman's “Exit, voice and loyalty” (1970), and organizational commitment (Meyer & Allen, 1991). The study helps clarify the “Exit, voice, and loyalty” theory by arguing that loyalty or feelings of commitment to an organization and voice are not one-dimensional constructs. Voice can be expressed through direct and representative channels. The study applied a mixed-method design. The empirical results of the structural equation modelling demonstrated that public service motivation has a statistically significant and positive effect on the direct voice, and affective and normative commitment mediates this relation. In contrast, continuance commitment is not associated with nether direct voice, or representative voice and does not mediate this relation. For policymakers, the findings suggest that employees motivated by public service, with high affective and normative commitment, express their direct voice, meaning that when dissatisfied, they try to improve the existing situation. In contrast, employees with continuance commitment do not desire to contribute to the organization, leading to neglectful work behaviour. In addition, qualitative results showed that most respondents suggest that to increase loyalty to civil service it is necessary to raise salaries, reconsider performance-based pay, and provide social support, showing continuance commitment.