Do "innovative" Human Resource Management practices lead to enhanced performance in public organisations?

Julian S. Gould-Williams and Fiona Davies

International Journal of Human Resources Development and Management, 2004, vol. 4, issue 3, 223-234

Abstract: This paper examines the relationship between human resource (HR) practices, trust, job satisfaction, commitment, motivation, organisational citizenship behaviour and perceived organisational performance, namely respondents' perceptions of service quality, value for money and service effectiveness. The results of the survey provide support for the universality of "innovative" HR practices, in that linear relationships were reported for all individual outcome measures. Further, the relationships between the outcome measures and organisational performance were in the hypothesised direction, with the exception of organisational citizenship behaviour. The implications of these results are discussed in the concluding section of this paper.

Keywords: human resource management; HRM practices; commitment; employee perceptions; local government. (search for similar items in EconPapers)
Date: 2004
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:4:y:2004:i:3:p:223-234

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