Managers’ motives for investing in HR practices and their implications for public service motivation: A theoretical perspective
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.
Keywords
Acknowledgements
The author acknowledges that even though managers may have many different motives for investing in HR practices, the author shall focus on the three most commonly cited ones.
Citation
Gould-Williams, J.S. (2016), "Managers’ motives for investing in HR practices and their implications for public service motivation: A theoretical perspective", International Journal of Manpower, Vol. 37 No. 5, pp. 764-776. https://doi.org/10.1108/IJM-03-2016-0065
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited