In public service motivation (PSM) literature, PSM is assumed to have a positive effect on performance. Even though frequently mentioned, this assumption has proved difficult to verify empirically. In this article, we argue that individual interpretations of what it means to serve the public interest need to be considered to get a grip on the concept of PSM and its behavioral consequences. As interpretations of "the public interest" vary depending on the roles people occupy in society, so too does the meaning of PSM. A theoretical argument is developed that helps to clarify the meaning of PSM and its relationship with performance by introducing insights derived from identity theory. This is illustrated empirically by a study of veterinarian inspectors. The theoretical, empirical, and practical relevance of this new approach to PSM is pointed out.