| Research has shown public servants with high levels of public service motivation (PSM) show increased levels of job satisfaction and generally are more civic-oriented and involved in more pro-social behaviors than those with lower levels of PSM. The recruitment and retention of those individuals with high PSM are paramount as Boomers are retiring in increasing numbers. Targeting Millennials may be challenging as they may be uniquely different from other generations. The problem addressed by this study was to determining the level of public service motivation of Millennials compared to older generations of public sector employees currently serving in the public sector. Additionally, it was not known how intrinsic and extrinsic motivator's affect work preferences in Millennials currently serving in public service compared to older generations of public sector employees. The quantitative study examined how Millennials working in public service are affected by PSM and intrinsic and extrinsic motivators as evidenced by job satisfaction. The data for the study was collected from the Georgia Department of Public Safety (GDPS). The study includes a convenience sample composed of 298 participants divided equally among each of the three cohort (Boomer, GenXer, and Millennial). Two research questions and associated hypotheses were tested. One outcome was not significant and the other outcome was significant. There was no significant difference in the (PSM) of Millennials in public service careers compared to those of older generations, F(2, 295) = 0.68, p = .508. However, there was a significant difference in work preferences relative to the age group of respondents in public service careers, F(2, 295) = 5.33, p = .005. Millennials had significantly greater work preferences than GenXers. Additional analysis was conducted to examine the differences between PSM and work preferences. It was determined that employees with high levels of PSM placed a greater emphasis on motivators than did those with low levels of PSM. It was recommended that organizations wanting to recruit, retain and promote Millennials offer programs that assist with work/life balance. In addition, future researchers should replicate these results in other geographic areas and with other types of employees, and using longitudinal studies. |
