56,142
Views
47
CrossRef citations to date
0
Altmetric
Introduction

Strategic human resource management and public sector performance: context matters

, , & ORCID Icon

References

  • Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2001). Manufacturing advantage: Why high-performance work systems pay off. Ithaca, NY: Cornell University Press.
  • Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal , 37, 670–687.10.2307/256705
  • Audenaert, M., Decramer, A., George, B., Verschuere, B., & Van Waeyenberg, T. (2016). When employee performance management affects individual innovation in public organizations: The role of consistency and LMX. The International Journal of Human Resource Management , 1–20.
  • Bartram, T., Karimi, L., Leggat, S. G., & Stanton, P. (2014). Social identification: Linking high performance work systems, psychological empowerment and patient care. The International Journal of Human Resource Management , 25, 2401–2419.10.1080/09585192.2014.880152
  • Beer, M., Spector, B., Lawrence, P., Mills, D., & Walton, R. (1984). Managing human assets. New York, NY: Free Press.
  • Bellé, N. (2013). Experimental evidence on the relationship between public service motivation and job performance. Public Administration Review , 73, 143–153.10.1111/puar.2013.73.issue-1
  • Bordogna, L., & Neri, S. (2011). Convergence towards an NPM programme or different models? Public service employment relations in Italy and France. The International Journal of Human Resource Management , 22, 2311–2330.10.1080/09585192.2011.584393
  • Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). Innovative work behaviour in knowledge-intensive public sector organizations: The case of supervisors in the Netherlands fire services. The International Journal of Human Resource Management , 28, 379–398.
  • Bouwmans, M., Runhaar, P., Wesselink, R., & Mulder, M. (2017). Stimulating teachers’ team performance through team-oriented HR practices: The roles of affective team commitment and information processing. The International Journal of Human Resource Management , 1–23.
  • Boxall, P., & Purcell, J. (2011). Strategy and human resource management (3rd ed.). Houndsmill: Palgrave.
  • Boxall, P., Purcell, J., & Wright, P. (2007). Human resource management: Scope, analysis, and significance. In P. Boxall, J. Purcell, & P. Wright (Eds.), The Oxford handbook of human resource management (pp. 1–16). Oxford: Oxford University Press.
  • Boyne, G., Jenkins, G., & Poole, M. (1999). Human resource management in the public and private sectors: An empirical comparison. Public Administration , 77, 407–420.10.1111/padm.1999.77.issue-2
  • Bozeman, B. (1993). A theory of government ‘red tape’. Journal of Public Administration Research and Theory , 3, 273–303.
  • Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology , 59, 501–528.10.1111/peps.2006.59.issue-3
  • Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal , 39, 802–835.10.2307/256713
  • Dewettinck, K., & Remue, J. (2011). Contextualizing HRM in comparative research: The role of the Cranet network. Human Resource Management Review , 21, 37–49.10.1016/j.hrmr.2010.09.010
  • Eaton, S. C. (2000). Beyond ‘unloving care’: Linking human resource management and patient care quality in nursing homes. International Journal of Human Resource Management , 11, 591–616.10.1080/095851900339774
  • Georgellis, Y., Iossa, E., & Tabvuma, V. (2011). Crowding out intrinsic motivation in the public sector. Journal of Public Administration Research and Theory , 21, 473–493.10.1093/jopart/muq073
  • Giauque, D., Anderfuhren-Biget, S., & Varone, F. (2016). Stress and turnover intents in international organizations: Social support and work–life balance as resources. The International Journal of Human Resource Management , 1–23.
  • Guest, D. E. (1997). Human resource management and performance: A review and research agenda. The International Journal of Human Resource Management , 8, 263–276.10.1080/095851997341630
  • Jorgensen, T. B., & Bozeman, B. (2007). Public values: An inventory. Administration and Society , 39, 354–381.10.1177/0095399707300703
  • Kalleberg, A., Marsden, P., Reynolds, J., & Knoke, D. (2006). Beyond profit? Sectoral differences in high-performance work practices. Work and Occupations , 33, 271–302.10.1177/0730888406290049
  • Knies, E., & Leisink, P. L. M. (2014). Leadership behavior in public organizations: A study of supervisory support by police and medical center middle managers. Review of Public Personnel Administration , 34, 108–127.10.1177/0734371X13510851
  • Knies, E., & Leisink, P. L. M. (2017). People management in the public sector. In C. J. Brewster & J. L. Cerdin (Eds.), Not for the money: People management in mission driven organizations (pp. 15–46). Cham: Palgrave/Macmillan.
  • Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2011). Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of Applied Psychology , 96, 1105–1118.10.1037/a0024710
  • Moore, M. (1995). Creating public value: Strategic management in government. Cambridge, MA: Harvard University Press.
  • Moore, M. (2000). Managing for value: Organizational strategy in for-profit, nonprofit, and governmental organizations. Nonprofit and Voluntary Sector Quarterly , 29, 183–204.10.1177/0899764000291S009
  • Ongaro, E., & Van Thiel, S. (2017). The Palgrave handbook of public administration and management in Europe. Basingstoke: Palgrave.
  • Oppel, E. M., Winter, V., & Schreyögg, J. (2016). Examining the relationship between strategic HRM and hospital employees’ work attitudes: An analysis across occupational groups in public and private hospitals. The International Journal of Human Resource Management , 1–21.
  • Park, S. M., & Rainey, H. G. (2012). Work motivation and social communication among public managers. The International Journal of Human Resource Management , 23, 2630–2660.10.1080/09585192.2011.637060
  • Perry, J. L., & Hondeghem, A. (2008). Preface. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management (pp. 1–14). Oxford: Oxford University Press.
  • Perry, J. L., & Rainey, H. (1988). The public-private distinction in organization theory: A critique and research strategy. Academy of Management Review , 13, 182–201.
  • Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review , 50, 367–373.10.2307/976618
  • Rainey, H. G. (2009). Understanding and managing public organizations (4th ed.). San Francisco, CA: Jossey-Bass.
  • Rainey, H. G., & Steinbauer, P. (1999). Galloping elephants: Developing elements of a theory of effective government organizations. Journal of Public Administration Research and Theory , 9, 1–32.10.1093/oxfordjournals.jpart.a024401
  • Scott, W. R. (1995). Institutions and organizations (Vol. 2). Thousand Oaks, CA: Sage.
  • Su, S., Baird, K., & Blair, B. (2009). Employee organizational commitment: The influence of cultural and organizational factors in the australian manufacturing industry. International Journal of Human Resource Management , 20, 2494–2516.
  • Su, S., Baird, K., & Blair, B. (2013). Employee organizational commitment in the Australian public sector. The International Journal of Human Resource Management , 24, 243–264.10.1080/09585192.2012.731775
  • Vandenabeele, W. (2009). The mediating effect of job satisfaction and organizational commitment on self-reported performance: More robust evidence of the PSM-performance relationship. International Review of Administrative Sciences , 75, 11–34.
  • Vandenabeele, W. V., Leisink, P. L. M., & Knies, E. (2013). Public value creation and strategic human resource management: Public service motivation as a linking mechanism. In P. L. M. Leisink, P. Boselie, M. van Bottenburg, & D. M. Hosking (Eds.), Managing social issues: A public values perspective (pp. 37–54). Cheltenham: Edward Elgar.
  • Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2010). Predicting business unit performance using employee surveys: Monitoring HRM-related changes. Human Resource Management Journal , 20, 44–63.10.1111/hrmj.2010.20.issue-1
  • Vekeman, E., Devos, G., & Valcke, M. (2016). The relationship between principals’ configuration of a bundle of HR practices for new teachers and teachers’ person–organisation fit. The International Journal of Human Resource Management , 1–21.
  • Vermeeren, B. (2014). HRM implementation and performance in the public sector ( PhD thesis). Rotterdam: Erasmus University.
  • Wang, M., Zhu, C. J., Mayson, S., & Chen, W. (2017). Contextualizing performance appraisal practices in Chinese public sector organizations: The importance of context and areas for future study. The International Journal of Human Resource Management , 1–18.
  • Williams, H. M., Rayner, J., & Allinson, C. W. (2012). New public management and organisational commitment in the public sector: Testing a mediation model. The International Journal of Human Resource Management , 23, 2615–2629.10.1080/09585192.2011.633275
  • Wright, P. M., & Nishii, L. H. (2013). Strategic HRM and organizational behaviour: Integrating multiple levels of analysis. In J. Paauwe, D. Guest, & P. Wright (Eds.), HRM & performance: Achievements & challenges (pp. 97–110). Chichester: Wiley.