Managers’ motives for investing in HR practices and their implications for public service motivation

Julian Seymour Gould-Williams

International Journal of Manpower, 2016, vol. 37, issue 5, 764-776

Abstract: Purpose - – The purpose of this paper is to explain how approaches to human resource management may contribute to the development of public service motivation (PSM). Three different approaches to managing people are outlined, namely, the “high performance”, “high commitment” and “high involvement”. Relevant theories are then used to predict the outcomes and relevance of the different approaches when promoting PSM in public sector organisations. Design/methodology/approach - – This is a theoretical paper. Findings - – This paper provides the first theoretical explanations for the relationships between human resource (HR) practices and PSM in public sector organisations. Originality/value - – This paper explains how the same HR practices may have different employee outcomes depending on managers’ motivations for implementing them.

Keywords: PSM; High commitment; High involvement; High performance; HRM; Human capital; Self-determination theory; Social exchange (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:v:37:y:2016:i:5:p:764-776

DOI: 10.1108/IJM-03-2016-0065

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