HRM in the public sector
The distinctiveness of public sector HRM: a four-wave trend analysis
HUMAN RESOURCE MANAGEMENT JOURNAL (2022)
Eva Knies
Rick Borst
Peter Leisink
Elaine Farndale
Given the rhetoric that human resource management (HRM) models adopted by public and private organisations are becoming more similar, this study questions whether the traditional distinction between public and private sector HRM is still relevant. Building from institutional theory, we study continuity and change using four-wave data from eight European countries.
Human resource management in public service organisations
PUBLIC MANAGEMENT AND GOVERNANCE (2023), T. Boivard & E. Loeffler
Adrian Ritz
Eva Knies
This chapter first defines the concept of HRM, then discusses public-private differences in HR systems and explains our model of strategic public HRM. We then give examples of HR practices for implementing strategic public HRM and, finally, outline the key issues and new challenges facing public HRM.
doi: Routledge
Line managers in the public sector
RESEARCH HANDBOOK ON LINE MANAGERS (2022), K. Townsend, A. Bos-Nehles & K. Jiang
Eva Knies
Adelien Decramer
Mieke Audenaert
Over the past decade, there has been a growing recognition that line managers play an important role in human resource management (HRM). Scholarly interest has mainly been focused on people management in a private sector context. As people management in the public sector is not ‘business as usual’, because of various sector-specific characteristics, this chapter focuses on line managers’ role in HRM in a public sector context.
doi: Edward Elgar
Does public service motivation matter? A study of participation in various volunteering domains
INTERNATIONAL PUBLIC MANAGEMENT JOURNAL (2021)
Peter Leisink
Eva Knies
Nina van Loon
This article examines the extent to which public service motivation (PSM), more specifically the PSM dimension commitment to the public interest (CPI), is related to volunteering. The claims for the relationship between PSM and volunteering have rarely been supported by evidence based on direct measurements of PSM.
HRM in a public sector context
OXFORD HANDBOOK OF COTEXTUAL APPROACHES TO HRM (2021), C. Brewster, E. Parry & M. Morley
Peter Leisink
Rick Borst
Eva Knies
Valentina Battista
Human resource management (HRM) scholars studying HRM in a public-sector context hold that the public-sector context is distinctive despite decades of reforms oriented on private-sector management principles. Distinctive characteristics include (1) the multiple goals that public organizations serve, making vertical alignment of HRM difficult; (2) the constraints on managerial autonomy resulting from red tape and trade union involvement; and (3) employees’ public service motivation, which is antithetical to performance management. However, there is a lack of evidence on public- versus private-sector differences in the human resource practices that are actually applied. Using Cranet 2014/15 survey, this chapter examines whether public-sector institutional characteristics affect the application of human resource practices as theoretically expected.