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3. De toekomst van werk

Author

Leisink, Peter, primary, Jansen, Paul, additional, de Lange, Willem, additional, Looise, Jan Kees, additional, Paauwe, Jaap, additional, Pot, Frank, additional, and Steijn, Bram, additional

Published
2023
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4. The distinctiveness of public sector HRM: A four‐wave trend analysis

Author

Knies, Eva, Borst, R.T., Leisink, Peter, Farndale, Elaine, Strategisch HRM, UU LEG Research USG Public Matters, and Management studie en HRM

Subjects
Organizational Behavior and Human Resource Management, private sector, public sector, distinctiveness, employee performance, trend analysis, employee well-being, institutional theory, HRM practices
Abstract

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. We find that the traditional public sector investment in employee well-being continues to be distinctive only for HRM practices aimed at equal opportunities. Private sector organisations, on the other hand, make greater use of performance-oriented HRM practices including compensation and benefits, performance appraisal data, and modern development and career management practices. Cross-sector convergence is explained through coercive and mimetic isomorphic change, while persistent differences indicate that time-honoured public sector values are less susceptible to change. This study provides a much-needed update of the public-private comparison and a trend analysis of developments over time.

Published
2022

5. The distinctiveness of public sector HRM: A four-wave trend analysis

Author

Strategisch HRM, UU LEG Research USG Public Matters, Management studie en HRM, Knies, Eva, Borst, R.T., Leisink, Peter, Farndale, Elaine, Strategisch HRM, UU LEG Research USG Public Matters, Management studie en HRM, Knies, Eva, Borst, R.T., Leisink, Peter, and Farndale, Elaine

Published
2022

6. HRM and social legitimacy in the public sector

Author

Leisink, Peter, Boxall, Peter, Management studie en HRM, UU LEG Research USG Public Matters, Management studie en HRM, and UU LEG Research USG Public Matters

Subjects
Economics, Taverne, Business, Management and Accounting(all), Social Sciences(all), Business, Economics, Econometrics and Finance(all), Econometrics and Finance(all), Management and Accounting(all)
Abstract

There is a dearth of studies of HRM in a public sector context that examine the legitimacy of HRM and its contribution to public service performance. This neglect is striking because public management studies acknowledge that public service performance is a contested concept involving many stakeholders with different views on what good performance is. The chapter describes how the classic bureaucracy and the NPM models of public governance embody different logics of legitimacy that have affected HRM policies differently. The legitimacy of today’s HRM policies and their public service outcomes are examined distinguishing between internal and external stakeholders. The literature review shows a range of significant HRM-related issues, including job insecurity, role overload, and mixed progress in equal-employment opportunities. These affect the internal legitimacy of HRM as perceived by employees but are also endangering the sustainability of various public services, thereby creating severe risks for HRM’s external legitimacy.

Published
2021

7. Shared Perceptions of Supervisor Support: What Processes Make Supervisors and Employees See Eye to Eye?

Author

Penning de Vries, Julia, Knies, Eva, and Leisink, Peter

Subjects
SUPERVISORS, HIGH school teachers, PUBLIC school teachers, SECONDARY school teachers
Abstract

This paper aims to find out what processes contribute to horizontal (between employees) and vertical (between employees and their supervisor) shared perceptions of supervisor support by public frontline supervisors. Informed by a multilevel qualitative study among supervisors and teachers in public secondary schools, we develop theoretical propositions regarding these processes. We propose that employees' expectations based on experiences with previous supervisors can decrease horizontal shared perceptions. Subsequently, a contingent or consistent approach to supporting employees contribute to the development of horizontal and vertical shared perceptions, depending on the legitimacy attributed by employees to the reason behind this approach. Over time, supervisor support experienced by employees at meaningful work-life events contributes to the emergence of horizontal and vertical shared perceptions. This research shows that instead of merely looking for correlates of shared perceptions, scrutinizing the processes that contribute to horizontal and vertical shared perceptions increases our understanding of this complex phenomenon. [ABSTRACT FROM AUTHOR]

Published
2022
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8. Does Public Service Motivation Matter? A Study of Participation in Various Volunteering Domains.

Author

Leisink, Peter L. M., Knies, Eva, and van Loon, Nina

Subjects
VOLUNTEER service, MUNICIPAL services, MOTIVATION (Psychology), VOLUNTEERS, PARTICIPATION, PUBLIC welfare
Abstract

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. Using data from a large representative sample of public and semi-public sector employees in the Netherlands, we show that CPI is positively related to volunteering. This relationship is stronger for participation in some volunteering domains than in others. We suggest that public-interest-committed employees seek out volunteering opportunities that match their motivation and that the extent to which voluntary organizations espouse public service ideals may explain the differential strength of the relationship between employees' CPI and their participation in different volunteering domains. This finding is relevant for voluntary and nonprofit organizations which need to attract volunteers to keep up welfare services. [ABSTRACT FROM AUTHOR]

Published
2021
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