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

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  • Julian Seymour Gould-Williams

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.

Suggested Citation

  • Julian Seymour Gould-Williams, 2016. "Managers’ motives for investing in HR practices and their implications for public service motivation," International Journal of Manpower, Emerald Group Publishing Limited, vol. 37(5), pages 764-776, August.
    • Handle: RePEc:eme:ijmpps:v:37:y:2016:i:5:p:764-776
    DOI: 10.1108/IJM-03-2016-0065
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    Citations

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    Cited by:

    1. AMENDOLA, Francesca, 2019. "he Public Service Motivation: Lessons from the Literature," CELPE Discussion Papers 158, CELPE - CEnter for Labor and Political Economics, University of Salerno, Italy.
    2. Roshni Das, 2023. "Does public service motivation predict performance in public sector organizations? A longitudinal science mapping study," Management Review Quarterly, Springer, vol. 73(3), pages 1237-1271, September.
    3. Fischer, Caroline & Schott, Carina, 2020. "Why People Enter and Stay in Public Service Careers: The Role of Parental Socialization and an Interest in Politics," OSF Preprints yb8e3, Center for Open Science.

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