Do Motivated Public Servants Behave More Ethically?

Abstract

Understanding who behaves more ethically and how to boost one’s ethical decision making are important but relatively neglected human resource management (HRM) questions. To fill this gap, we extend recent experimental research on the role of public service motivation (PSM) in enhancing ethical behavior by leveraging a unique setting of anti-corruption reform in South Korea. Building on the difference-in-differences design in a quasi-experimental setting with more than 10,000 civil servants, gathered as part of a representative survey, we find that not only do civil servants’ higher levels of PSM lead to more ethical behavior but that their colleagues with higher levels of PSM are also perceived to be more ethical after policy implementation. As the first quasi-experimental research attempting to estimate PSM’s causal effect on ethical behavioral change, with the largest survey samples to date, our analysis has important implications regarding the greater efficacy of anti-corruption policies and the role of PSM in this context.