Purpose: This thesis aims to understand the causal mechanistic relationship between organisational centralisation and Public Service Motivation (PSM). It tests and explains one existing causal...Show morePurpose: This thesis aims to understand the causal mechanistic relationship between organisational centralisation and Public Service Motivation (PSM). It tests and explains one existing causal mechanism based on PSM theory and explores an alternative causal mechanism based on the logic of Self-Determination Theory (SDT). Design and methodology: This qualitative, single-case deductive study includes some explorative elements to explain and probe causal mechanisms. Nine semi-structured interviews provide the data which this study transcribed, coded, and analysed. Findings: The results find that organisational centralisation indeed creates stark hierarchical structures and a certain degree of autonomy loss for individual employees. This negatively impacts PSM. However, centralisation of more services in organisations such as contact centres also makes their job more varied and rewarding due to direct contact with service beneficiaries and therefore satisfies four basic universal psychological needs. In turn, this positively impacts employee motivation (PSM). Originality/value: Although not a first, this thesis brings the PSM and SDT literature closer by using the latter as a logic through which the effects of an independent variable (organisational centralisation) on the former can be explained. Furthermore, organisational centralisation has barely been studied alone as an antecedent of PSM. This thesis also shifts the continued focus from quantitative PSM studies to qualitative research. Thusly advancing the internal validity of the theory and passed research. Practical implications: The findings are especially relevant for foreign affairs ministries wishing to establish a 24/7 contact centre resembling that of the Netherlands. Centralised provision of consular and other information can be excellent for providing uniform and high-quality information to people abroad. Moreover, since good public service depends on the motivation of public employees, centralised or centralising (public) organisations should balance hierarchy creation whilst maintaining high levels of employee need satisfaction.Show less
This MA thesis examines the representation of hierarchy in John Milton's 'Paradise Lost' (1667/1674). Much scholarly attention has been devoted to Milton's representations of hierarchy within a...Show moreThis MA thesis examines the representation of hierarchy in John Milton's 'Paradise Lost' (1667/1674). Much scholarly attention has been devoted to Milton's representations of hierarchy within a specific context, such as his representation of gender hierarchies. However, throughout 'Paradise Lost' and his prose works Milton is preoccupied with this theme of hierarchy in a range of different contexts. Moreover, Milton's representations of hierarchical structures are not always straightforward and seem to differ depending on the context. In order to analyse this reoccuring theme, Milton's representations of hierarchy in 'Paradise Lost' and the relevant prose works will be examined within three different contexts, namely politics, gender, and ecology.Show less
The Yukaghiric languages have a rather complex case marking system. Certain conditions, such as hierarchy, syntactic or semantic roles, can cause intransitivity. The conditions that cause the split...Show moreThe Yukaghiric languages have a rather complex case marking system. Certain conditions, such as hierarchy, syntactic or semantic roles, can cause intransitivity. The conditions that cause the split in transitivity are discussed in this thesis.Show less
International Relations theories have generally accepted the idea that the global system is structured by the principle of anarchy. In some regional systems however, the anarchical character of the...Show moreInternational Relations theories have generally accepted the idea that the global system is structured by the principle of anarchy. In some regional systems however, the anarchical character of the international politics has disappeared because of external hegemonic actors who have transformed the regional system into a hierarchical regional structure. In this structure, the distribution of power is affected to the extent that the regional dynamics are no longer determined by a state of anarchy but by a state of hierarchy, in which the hegemonic state renders regional competition by the subordinate states meaningless. Cooperation on conflict management in these regional systems is therefore bound to have different outcomes than in systems characterized by anarchy, as is shown in the case study of Central Asia, since uncertainty does not prevail and a central government (in the form of the hegemonic actor) is able to impose order on the regional members. Re-conceptualizing the systemic structure in which regional conflict management functions will enhance understanding of the changing world order, and improve predictions of state behavior in hierarchical regional structures.Show less
