Conference Agenda

1. Problem Statement and Purpose: Civil servant is the main part of personnel administration. Their service motive and quality directly affect the performance of public service provided by the government. At present, China's economic and social development puts forward higher requirements for the quality of public service. Among them, how to strengthen the service consciousness of civil servants, and improve their job satisfaction has become an important issue of China's public management research. Review the domestic and foreign relevant theory, Public Service Motivation (PSM) provides us with important enlightenment.

2. Methodology:This study takes civil servants at the grass-roots level in Sichuan province as research objects. The main research questions include: (1) How is the current situation of public service motivation and job satisfaction of civil servants at the grass-roots level in Sichuan province? (2) How is the effect of PSM on job satisfaction of Grass-roots civil servants in Sichuan? Based on the survey on civil servants at the grass-roots level in five areas of Sichuan province, the main research method includes factor analysis, correlation analysis and regression analysis. The author uses these methods and the analysis outcome to discuss PSM’s influence on job satisfaction of the civil servants at the grass-roots level.

3. Findings：After analyzing the data, the author finds that: (1) the overall level of the public service motivation of civil servants at the grass-roots level is high; (2) civil servants at the grass-roots level have higher job satisfaction;(3) the commitment to public values and self-sacrifice are significantly positively related to job satisfaction while the attraction to public participation and compassion have no significant effect on job satisfaction.

4. Proposal: Based on the discovery, the author suggests that we should strengthen the public values, expand the development space, improve the incentive mechanism and the morale of civil servants during the management and reform of grass-roots civil servants. In the theoretical level, further research should pay more attention to the structure and cause of PSM in the context of China.

5. References:

[1]Perry, James L., and Lois Recascino Wise. (1990). The Motivational Bases of Public Service. Public Administration Review, 50 (3), 367–373.

[2]Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and the job performance of public employees? Review of Public Personnel Administration, 27(4), 361-379.

[3]Liu B, Tang T L P, Yang K. (2015). When Does Public Service Motivation Fuel the Job Satisfaction Fire? The Joint Moderation of Person-Organization Fit and Needs-Supplies Fit. Public Management Review, 17(6): 876-900.

1. Problem Statement and Purpose

This paper explores the tensions between managerialism and professionalism in China’s social service management, particularly within the government purchase-of-service (POS) model. As a strategy rooted in New Public Management, POS aims to shift government functions and promote social innovation. However, the implementation often imposes rigid administrative procedures and output-oriented controls that conflict with the values and practices of professional social work. Using the Family Integrated Services (FIS) program in Guangzhou as a case study, the paper investigates how managerial logic dominates service delivery, contract design, and performance evaluation, undermining professional autonomy and service quality.

The aim is to uncover how managerialism and professionalism interact throughout the POS process and to identify the consequences of an imbalanced relationship between them. Instead of viewing POS solely through a government–nonprofit lens, the study adopts a social service management perspective. It highlights the need to shift from a fragmented mixture to an integrated model that respects both administrative efficiency and professional expertise. By analyzing this tension in a real-world context, the paper contributes to a better understanding of how to enhance fairness, service effectiveness, and institutional sustainability in China’s evolving social governance landscape.

2. Methodology

This study adopts a qualitative case study method, focusing on three Family Integrated Service (FIS) centers in Guangzhou. Sites were selected using stratified sampling based on organizational type, geographic location, and pilot experience. From October 2014 to February 2015, five semi-structured interviews were conducted with FIS directors, service provider leaders, and third-party evaluators. Each interview lasted approximately one hour. Thematic analysis was used to examine how managerial and professional logics manifest across the service cycle, including bidding, contract management, service implementation, and performance evaluation, revealing core tensions in service governance.

3. Findings

The study reveals that FIS management in Guangzhou is dominated by managerialism, with limited space for professional discretion. In the bidding phase, low-price or high-labor-hour priorities compromise service quality. Contracts impose detailed control over funding and staffing, limiting organizational autonomy. Service delivery prioritizes efficiency over individualized care, often reducing professional interventions to standardized activities. Performance evaluations rely heavily on quantitative metrics, neglecting contextual and human-centered outcomes. These tensions lead to staff burnout, loss of professionalism, and reduced service effectiveness, signaling a systemic imbalance that undermines the long-term goals of public service reform.

4. Proposal

The paper proposes an integrated governance model that blends managerialism with professionalism to improve social service quality. Recommendations include increasing the participation of professional social workers in service design and evaluation, enhancing managers’ understanding of social work ethics and methods, and involving service users in performance assessments. Evaluation systems should balance quantitative indicators with qualitative, user-centered metrics. By harmonizing administrative oversight with professional judgment, this integrated model can promote sustainable, high-quality service delivery and better align with the dual goals of accountability and human-centered care in China’s social governance system.

5.References

Moore, B., Jr.“Social Origins of Dictatorship and Democracy: Lord and Peasant in the Making of the Modern World”. Boston, Massachusetts：Beacon Press, 1966, P17.

Salamon, L.S. and Helmut K. Anheier.“Social Origins of Civil Society: Explaining the Nonprofit Sector Cross-Nationally”.Voluntas:International Journal of Voluntary and Nonprofit Organizations, 1998, 9(3)：213-248.

Gosta, Esping. Andersen.“The Three Worlds of Welfare Capitalism”. Princeton：Princeton University Press, 1990.

In today’s diverse workforce, the concept of generational divides has emerged as a critical factor influencing organizational dynamics, particularly in public service. As organizations grapple with the challenges posed by varying generational cohorts, understanding the distinct values, motivations, and work preferences of each generation becomes essential. Generational divides, defined as the differences in attitudes and behaviors among various age groups, are shaped by unique historical events, cultural shifts, and technological advancements experienced by each cohort.

In the context of public service, where employees are tasked with delivering essential services to the community, the implications of these generational differences are profound. Each generation—from Baby Boomers, who prioritize stability and loyalty, to Millennials and Generation Z, who seek flexibility and purpose—brings a distinct perspective that can significantly impact work engagement, public service motivation, and overall organizational performance.

As public institutions increasingly seek to enhance employee engagement and retention, recognizing and addressing the nuances of generational divides is vital. The Egyptian public service, characterized by a diverse workforce that spans multiple generations, presents a unique case for examining these dynamics. By understanding how generational differences influence work engagement and public service motivation, public sector leaders can develop strategies that foster a more inclusive and productive work environment, ultimately leading to improved service delivery and enhanced employee morale.

Understanding work engagement in the Egyptian public service is particularly critical due to the country’s diverse workforce, which includes a wide range of ages, contractual arrangements and experiences (El Baradei, Hendy & El-Mikawy, 2024). This diversity can lead to varying expectations regarding job roles, communication styles, and career aspirations. By recognizing and addressing these differences, public sector leaders can create an environment that not only values inclusivity but also enhances employee motivation and commitment. Furthermore, fostering high levels of work engagement is essential for improving service delivery, increasing productivity, and reducing turnover in a sector that plays a vital role in the nation’s development.

As Egypt continues to evolve socially and economically, the ability to engage and retain a multigenerational workforce in the public service will be crucial for meeting the demands of citizens and advancing the goals of public administration. By understanding the generational divide and its influence on work engagement and public service motivation, public institutions can implement targeted strategies that promote a more collaborative and effective workplace, ultimately benefiting both employees and the communities they serve.

The current paper aims to explore the situation amongst four different generations in Egypt engaged in public service, belonging to Generations baby boomers, X, Y and Generation Z. The main research question asked is as follows: To what extent are there differences in work engagement, public service motivation between the different generations namely, baby boomers, X, Y and Z in the Egyptian public service context? And what may be the perceived reasons for these differences?