{"title":"Public Service Motivation and Individual Job Performance","authors":"Adrian Ritz, W. Vandenabeele, D. Vogel","doi":"10.1093/OSO/9780192893420.003.0014","DOIUrl":"https://doi.org/10.1093/OSO/9780192893420.003.0014","url":null,"abstract":"When pressure on human resource departments to make government more efficient is increasing, it is of great relevance to understand employees’ motivation and the fit of an employee with their job, as both contribute strongly to service performance. Therefore, this chapter discusses the role of public employees’ motivation and its relationship to individual performance. More specifically, this relationship is examined by focusing on public service motivation (PSM), a stream of research developed during the last three decades stressing the service orientation of public employees’ identity. Theoretically, how the relationship between PSM and individual performance is dependent on institutions is discussed, and an overview of the existing empirical evidence concerning this relationship is provided. The literature review discusses a variety of aspects such as direct vs. indirect effects, type of performance used, how performance is measured, and effect sizes. Finally, several avenues for future research are proposed, including methodological strategies.","PeriodicalId":309388,"journal":{"name":"Managing for Public Service Performance","volume":"562 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131988913","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"People Management","authors":"C. Jacobsen, E. Knies","doi":"10.1093/OSO/9780192893420.003.0003","DOIUrl":"https://doi.org/10.1093/OSO/9780192893420.003.0003","url":null,"abstract":"The central issue in this chapter is people management in public organizations. That is, managers’ implementation of HR practices and their leadership behavior in supporting the employees they supervise at work. This chapter focuses on five key aspects related to HRM and leadership in a public sector context. First, the historical move from personnel management to HRM and leadership. Second, the distinction between external and internal management and this chapter’s focus on internal management. Third, the role of middle and frontline leaders in the implementation of policies and their responsibility for turning general policies into results. Fourth, the mutual dependency between HRM policies and leadership. Fifth, the distinction between intended, implemented, and perceived HRM and leadership. This chapter systematically draws on both the general HRM and leadership bodies of literature, and specifies these insights to the public sector context whenever possible.","PeriodicalId":309388,"journal":{"name":"Managing for Public Service Performance","volume":"97 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129175776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Managing a Diverse Workforce","authors":"T. Ashikali, S. Groeneveld, Adrian Ritz","doi":"10.1093/OSO/9780192893420.003.0010","DOIUrl":"https://doi.org/10.1093/OSO/9780192893420.003.0010","url":null,"abstract":"This chapter discusses the conditions that may impact workforce diversity outcomes and their underlying processes. Managing a diverse workforce is a growing concern for many public organizations that aim to improve their representativeness and responsiveness. This is a complex challenge given the multiple and sometimes conflicting motives that underpin public organizations’ HR and diversity policies. Public organizations aspire to workforce diversity in order to diminish discrimination and to support the inclusion of underrepresented groups. At the same time, workforce diversity can be seen as a resource that informs work practices and policies, enhancing organizational performance. Since workforce diversity may yield group processes with positive as well as negative consequences for individual and organizational outcomes, the role of leadership gains more attention. Leaders’ influence in fostering inclusiveness in diverse work groups is highly relevant and is increasingly being explored, both in academia and in practice. The chapter concludes with a conceptual framework that may guide future research.","PeriodicalId":309388,"journal":{"name":"Managing for Public Service Performance","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131913747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}