Description
Book SynopsisBringing together over fifty leading global experts, this Research Handbook provides a state-of-the-art overview of research findings regarding Human Resource Management (HRM) in the public sector. Original chapters provide useful insights from two different disciplines: public administration and HRM. They illustrate that the public context of organisations matters and discuss research findings detailing how this plays out in practice.
Divided into six distinct parts, this Research Handbook covers the key areas of strategic HRM, the HRM cycle, HRM and the outcomes, linking mechanisms in the HRM value chain, as well as HRM and context. Providing crucial information, Part VI examines the main future challenges for HRM in public organisations and provides extensive knowledge across different areas for future research.
This engaging Research Handbook will be an excellent resource for scholars in public administration as well as HRM practitioners and scholars with interests in the public contexts and how this affects HRM. It will also provide obligatory reading for advanced students to understand the distinctiveness of HRM in public organisations.
Trade Review’This edited volume by Steijn and Knies is a unique and much-needed book that caters to audiences in two academic disciplines. For scholars of public administration and public management, it showcases how HRM ultimately affects the success of public policy and the quality of public service provision. For HRM scholars, the book illuminates how HRM in public organisations is not business as usual, as their distinctive characteristics serve as critical contingency factors. For both audiences, this book generously provides state-of-the-art insights by an international ensemble of researchers.’ -- Joris van der Voet, Leiden University, the Netherlands
‘This is a very necessary book. It contributes with a strategic perspective on HRM in the public sector. Especially the insights on horizontal and vertical fit combined with implementation/action and the parts about people management and leadership are inspiring. The contributors are an excellent mix of top researchers and young talents.’ -- Lotte Bøgh Andersen, Aarhus University, Denmark
‘This is a welcomed and long overdue Research Handbook that brings together scholars from across the globe to address key questions relating to the management of people in public sector organisations. Clarification is provided on “what are public organisations” and the need for a distinctive approach to HRM within a context where organisations have multiple and often competing outcomes. People management rightly takes centre stage with employee well-being featuring alongside organisational performance. Congratulations to all contributors!’ -- Julian Gould-Williams, Cardiff University, UK
Table of ContentsContents: 1 Introduction to the Research Handbook on HRM in the Public Sector 1 Eva Knies and Bram Steijn PART I STRATEGIC HRM 2 Picking up the HRM pieces: why fit doesn’t fit in the public sector 14 Paul Boselie, Jaap Paauwe and Riccardo Peccei 3 Leadership in the public sector: concepts, context and outlooks 29 Laura Bundgaard, Christian Bøtcher Jacobsen and Ulrich T. Jensen 4 People management in public organisations 43 Julia Penning de Vries and Brenda Vermeeren 5 Transitions in the organisational design of the HR function in the public sector 59 Sophie Op de Beeck, Ellen Daniëls and Annie Hondeghem PART II HRM CYCLE 6 Recruitment and selection: still a model employer? 77 Ann-Kristina Løkke 7 Performance management 91 Adelien Decramer, Mieke Audenaert, Bert George and Beatrice Van der Heijden 8 Compensation and benefits 105 Jared J. Llorens 9 Learning and development in the public sector 119 Marian Thunnissen and Jos Sanders 10 Workforce planning: shifting assumptions in a precarious reality 132 Heather Getha-Taylor 11 Voluntary turnover in public organisations 145 Jessica Sowa PART III HRM AND OUTCOMES 12 HRM and organisational effectiveness in the public sector 159 Ahmed Mohammed Sayed Mostafa 13 HRM and well-being in the public sector 172 Rick Borst and Rutger Blom 14 HRM and social legitimacy in the public sector 189 Peter Leisink and Peter Boxall PART IV HRM VALUE CHAIN: LINKING MECHANISMS 15 How does the alphabet soup of person–environment fit taste in the public sector? A typology of linking mechanisms 203 Robert K. Christensen and Breck Wightman 16 Job demands-resources model: toward an institutional reading 218 David Giauque and Rafaël Weissbrodt 17 Self-determination theory 232 Christina W. Andrews 18 Public service motivation and human resource management 245 Guillem Ripoll and Adrian Ritz 19 The psychological process view of bureaucratic red tape 260 Sanjay K. Pandey PART V HRM AND CONTEXT 20 The public sector as a distinctive employer: resilience and renewal? 277 Stephen Bach and Ian Kessler 21 Different systems, different civil service, different HRM: a comparison of HRM approaches in Anglo-Saxon and Rechtsstaat systems 292 Jessica Breaugh and Gerhard Hammerschmid 22 HRM in different countries 307 Wolfgang Mayrhofer and Marco Rapp PART VI FUTURE CHALLENGES 23 Future challenges related to work pressure 323 Laura den Dulk, Marjan Gorgievski and Bram Peper 24 Future challenges related to retaining an employable workforce 337 Jasmijn van Harten and Ricardo Rodrigues 25 Future challenges related to a diverse workforce 349 Norma Riccucci and Mauricio Astudillo Rodas 26 Future challenges related to technological developments 361 Brenda Vermeeren and Fabian Dekker 27 Future challenges related to changing public service provision: HRM implications of balancing old and new public servant characteristics 376 Zeger van der Wal 28 HRM in the public sector: taking stock and looking ahead 390 Bram Steijn and Eva Knies Index
