This essay will address the objective of looking for employment after completing a

Master of Public Administration (MPA). In this case, the individual is considering three

organizations. There are many factors the potential employer may need to consider to attract a

high quality employee such as the individual, and many factors the individual must consider

when choosing an organization that is right for themself. The document will begin by addressing

the types of individuals that are attracted to certain types of jobs. It will then move on to discuss

what organizational culture factors need to be considered when choosing a career path. Finally,

the document will assess what motivations and incentives need to be considered when looking at

a potential organization for employment. The next section will identify characteristics of a public

servant and what attracts them to the career.

Nalbandian and Edwards (1983) explain occupations can be somewhat considered as a

structure of unique abilities, experience, mannerisms, and values. Rokeach (1973) defines values

as persistent ideals that motivate a certain type of behavior or a belief that a way of life is

individually or socially desirable to an opposing or conflicting way of living. With this definition

Rokeach (1973) introduces two types of values, Terminal and Instrumental. Terminal values are

directly related to an individual’s way of life, whereas Instrumental values are represented

through methods of behavior. Nalbandian and Edwards (1983) deduct that Terminal values are

unique to the choices made by a person as an individual, not as a professional, and Instrumental

values are most accurately used when considering the impact of professionals in public

organizations.

The characteristics that set professionals apart in public service are more clearly

understood once one grasps the value differences which behave as the framework for their

decisions (Nalbandian and Edwards, 1983). Nalbandian and Edwards (1983) use the example of
a social worker’s emphasis on empathy contrasting with a public administrator’s emphasis on

management and planning. The example of specific quantifiable and organizational frameworks

implies that public administration requires more than overseeing programs or communicating

with the community. A public administrator is also a manager of inner and outer structural value

systems. Moving forward, the document will discuss organizational culture and factors to be

considered when choosing a career path.

Shafritz et. al (2016) explain that organizational culture is the culture that exists within an

organization that directly relates to societal influences. Organizational culture is made up of

morals, opinions, expectations, social standards, symbols, and behavioral models. It is the

unnoticed and undetected influence that is responsible for the organizational behaviors that can

be witnessed and observed. Some organizational cultures can harbor negative ideals such as

hierarchy, stiffness, uniformity, biased influences, and rigid policies and procedures that hinder

flexibility and obstruct proactive change (Cameron and Quinn, 2011). Usually, an individual

will prefer an organizational culture with characteristics opposite of the formerly mentioned.

This includes an organizational culture that fosters a flat structure, unbiased networking,

diversity, openness, and employee empowerment.

In addition, Schein (2016) suggests that organizational culture and leadership go hand in

hand. Therefore, to understand the leadership within an organization one must observe the

culture. It is a critical role of leaders within an organization to establish and oversee cultural

norms. Contrarily, it can be said that it is the organizational expectations that determine the

leaders within the organization. Regardless of how one views it, it is important to remember that

culture is the effect of intricate group learning that is only somewhat motivated by the actions of

leadership. As an individual choosing a career path, it is crucial to be mindful of the relationship

between leadership and culture. If questioning the integrity of leadership, observe the culture of

the organization. However, if one is entering the operation as a leader with the responsibility of

changing the culture for the better, it is because current or past leadership has become

dysfunctional and is now reliant upon leadership to remedy the situation. The next section of this

document will assess what motivations and incentives should to be considered when considering

an occupation in public administration.

Rainey (2014) states that individuals within an organization, along with their opinions

and mindsets, correlate with factors such as responsibility, organizational frameworks,

procedures, leadership, and organizational culture. These elements— having a direct impact on

motivating employees and stimulating effective attitudes— become a major objective of both the

organization and the individuals and groups being motivated. One issue to be mindful of when

choosing a career in public administration is the fact that the diplomatic and influential

environment of the public sector can control motivation and work attitudes in government in

specific situations. An example of this includes cutbacks and pay freezes as a result of the

seizing of federal funds. However, for some, the positives often outweigh the risks. Positive

motivation within public administration may look like public servants participating in significant

public projects that help other citizens or add value to the community (Goodsell, 2011).

Individuals who pursue a career in public service are often motivated by the object to add value

to the lives of others, which relates to Maslow’s theory of self-actualization.

Maslow (1954) set forth a theory of human needs and motives that includes the concept

of self-actualization. According to Maslow, self-actualization is the highest order of human need

and is attractive to individuals searching for a way to satisfy their deepest capabilities. Rainey

(2014) explains that the Malsow (1954) ideas regarding this concept are especially applicable to
those interested in a career in public administration due to individuals reaching their eventual

fulfilled state through serious effort and commitment toward an objective or task that serves

standards higher than self-fulfillment. They do so by choosing a career that helps others or the

community, and genuine personal contentment and emotional salvation are by-products of such

dedication.

The document has addressed the types of individual that would be ideal for a job in

public administration by examining the values and objectives of the individual as a professional,

focusing on defining characteristics such as management and planning. Next, when considering a

foundational career, one will want to consider the organizational culture and if they are a good

fit. If the individual prefers uniformity, strict policies and procedures, and a clear hierarchy they

may not be successful in an organization with a flat structure, employee discretion, and more

flexibility. Not being considerate of organizational culture could result in a disadvantage for the

individual and the organization as well. Finally, this addresses the prospect employee’s

motivation. Often those pursuing a career in public administration have entered the field in order

to make a difference within their communities. If the individual’s objective is to improve public

parks and rivers, a position with the Parks and Rec department will be more appropriate than a

position offered in housing development. So, in conclusion, the job that the individual should

pursue after their MPA should be unique to their own values, beliefs, and motivations. On the

same side of the coin, an organization that remains true to their core values and mission will

attract the type of employees that will be successful within that operation.
References:

Cameron, K.s., & R.E. Quinn (2011). Diagnosing and changing organizational culture, 3rd ed.
San Francisco: Jossey-bass/wiley.

Goodsell, C.T. (2011). Mission Mystique: Belief Systems in Public Agencies. Washington, D.C.:
CQ Press.

Nalbandian, John, and J. Terry Edwards. (1983). “The Values of Public Administrators: A
Comparison With Lawyers, Social Workers, and Business Administrators.” Review of
Public Personnel Administration 4, no. 1 October: 114–27.

Rainey, Hal G. (2014). Understanding and Managing Public Organizations. San Francisco, CA.
Jossey-Bass

Rokeach, M. (1973). The Nature of Human Values. New York: Free Press.

Schein, Edgar H. (2016). “The concept of Organizational culture: why bother?” In Organization
Theory, edited by Jay M. Shafritz, J. Steven Ott, Yong Suk Jang, 429-313. Boston, MA.
Cengage Learning.

Shafritz, Jay M., Steven Ott, Yong Suk Jang. (2016) Organization Theory, Boston, MA. Cengage
Learning.