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The Relationship between HRM Practices and Organizational Performance in the Public Sector: Focusing on Mediating Roles of Work Attitudes

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  • Jaekwon Ko
  • Aaron Smith-Walter

Abstract

Using the 2011 Federal Employee Viewpoint Survey (FEVS), this study analyzes HRM practices based on high-performance work systems (HPWS) in federal-level public sector organizations, and the effects on employees' work attitudes and organizational performance. The authors argue that HRM practices contribute to increased organizational commitment, organizational citizenship behavior, and job involvement, and that these work attitudes are positively related to organizational performance. Evidence is presented to suggest that work attitudes mediate relationships between HRM practices and organizational performance, with certain HRM practices being associated with improved work attitudes. Implications for future research are also discussed.

Suggested Citation

  • Jaekwon Ko & Aaron Smith-Walter, 2013. "The Relationship between HRM Practices and Organizational Performance in the Public Sector: Focusing on Mediating Roles of Work Attitudes," International Review of Public Administration, Taylor & Francis Journals, vol. 18(3), pages 209-231, December.
    • Handle: RePEc:taf:rrpaxx:v:18:y:2013:i:3:p:209-231
    DOI: 10.1080/12294659.2013.10805270
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    References listed on IDEAS

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    1. Ed Snape & Tom Redman, 2010. "HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis," Journal of Management Studies, Wiley Blackwell, vol. 47(7), pages 1219-1247, November.
    2. Bård Kuvaas, 2008. "An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes," Journal of Management Studies, Wiley Blackwell, vol. 45(1), pages 1-25, January.
    3. Olivier Herrbach & Karim Mignonac & Christian Vandenberghe & Alessia Negrini, 2009. "Perceived HRM practices, organizational commitment, and voluntary early retirement among late-career managers," Post-Print halshs-00492602, HAL.
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