Strategic planning: unraveling civil servants’ autonomy and motivation through social representations of organizational goals

Abstract

Abstract This study aims to examine the effects of organizational goal-setting through strategic planning on the motivation of civil servants. Grounded in the social representation theory, the research explores both the core and peripheral systems that shape the social representation of these goals. Data were collected from 324 civil servants through a word recall test, revealing that organizational goal-setting is positively linked to high-quality motivation and the high-performance cycle. The study identifies key elements - such as goals, efficiency, outcomes, planning, and organization - as central to the social representation of organizational objectives. These elements are closely associated with motivation, suggesting that clear organizational goals contribute to employee engagement and performance. The findings also highlight the role of peripheral factors, like transparency, alignment, and well-being, which further influence the perception and implementation of strategic planning. The research concludes that strategic planning, whether based on rational or emergent approaches, positively impacts employee motivation, thereby supporting the effective execution of public sector strategies.

Keywords

• strategic planning
• public administration
• management by objectives
• public service motivation
• theory of social representations