Unprecedented changes are occurring around the globe, which forces the public management to revise their theory and practice of managing human performance in the public setup. The attention given to the new public service and new governance, demands fundamental transformations in those factors, which are influencing human performance. These changes are so broad that it is impossible to summarize all of them, but several needs merit attention (Gliem & Gliem, 2001; Linz, 2003; Perry et al., 2006; Moynihan & Pandey, 2007). However, the practice of public management is characterized by its formal constraints as well as informal opportunities. Managers have limited tools to motivate and retain their employees, because civil service rules limit the ability to recognize and reward individuals through pay, promotion, or bonuses.