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MOTIVATION OF PUBLIC SECTOR EMPLOYEES
The concept of public administration has been the subject matter of scientific interpretation in social, political and legal theories both home and abroad. In general, there has been a consensus on the two components of public administration, i.e. state administration and local government. There have been many interpretations of the concept of public administration. The concept of public administration is central to administrative law. Its origins can be traced back to Roman law from which it spread to other languages. The current approach to the interpretation of such a complex and dynamic phenomenon as public administration can be objected its jurisdictional nature since less attention is paid to opinions on the effectiveness of public administration and society and the need to address the related problems. When a crisis occurs, orders are falling and companies are dismissing employees. Public sector, however, follows special laws and regulations. Working for public interest is essential in good times as well as the times of crisis. This makes the public sector missions distinct from those of the private sector. Motivation plays a key role in both sectors. Motivating employees is one of the key functions of managers. Mistakenly, monetary incentives are considered to be the best motivational tool. What does really motivate public sector employees? There are various prejudices about the factors of motivation in the public sector. The paper addresses the motivation of public sector employees and its distinctive features as well as the key role that managers play in employee motivation.
Vydanie: 2018/4 Strany: 79-85 Klasifikácia JEL: H70, H83, Z00
DOI:
Kľúčové slová: Employees, manager, motivation, market, private company, public administration, wages, remuneration
Sekcia: SOCIAL CONTEXT OF THE ECONOMY, LABOR MARKET AND HUMAN RESOURCES DEVELOPMENT
Kontakty:
Doc. Ing. Jozef Habánik, PhD.
Department of Public Administration and Regional Economy
Faculty of Social and Economic Relations
Alexander Dubček University of Trenčín
Študentská 2, 911 50 Trenčín, Slovakia
e-mail: jozef.habanik@tnuni.sk
Ing. Adriana Martošová
Department of Human Resources Management and Development
Faculty of Social and Economic Relations
Alexander Dubček University of Trenčín
Študentská 2, 911 50 Trenčín, Slovakia
e-mail:: adriana.martosova@tnuni.sk
Mgr. Monika Gullerová, PhD.
Department of Social and Human Sciences
Faculty of Social and Economic Relations
Alexander Dubček University of Trenčín
Študentská 2, 911 50 Trenčín, Slovakia
e-mail: monika.gullerova@tnuni.sk
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