Trust, control and motivation in public organisations

This chapter consolidates insights from previous empirical studies to uncover the essential factors that foster trust-based public governance through a constructive trust–control relationship. Based on a non-systematic review of empirical studies in public organisations, the chapter shows that when controls align with professionals’ core psychological needs—autonomy, competence, relatedness, and beneficence—it supports employees' intrinsic motivation. This heightened intrinsic motivation catalyses enhanced employee well-being and elevated organisational performance, which in turn increases trust from leaders toward professionals, subsequently nurturing their fundamental psychological needs. This cyclic process, fortified by reciprocal trust and support, not only amplifies organisational efficiency but also bolsters individual contentment and welfare. The model presents a comprehensive perspective on how trust, control, and intrinsic motivation intersect, propelling optimal performance, cultivating mutual trust, and reinforcing the well-being of professionals in public governance.