A Serial Mediation Model Exploring the Impact of High Performance Human Resource Practices on Public Sector Performance through Intermediate Employee Attitudes

ABSTRACT

Poor performing fire departments are often attributed to managerial deficiencies such as ineffective communication, training, and absence of relevant standard operating guidelines. Despite this, research on HRM in the fire service is lacking. Adopting a social exchange approach, we test a serial mediation model which contends that departments can enhance performance levels by adopting High-Performance Human Resource Practices (HPHRPs), that influence organizational success through the intermediate employee attitudes of organizational support and in turn, job satisfaction. Our findings show that, where there is flexibility, leaders may use discretion to build trust in the organization and improve overall performance.

KEYWORDS:

• HRM
• HPHRP
• perceived organizational support
• job satisfaction
• organizational performance
• serial mediation

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

This work was supported by the International Association of Fire Chiefs