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Study into factor contributing to exit measure compliance, in particular information and public service motivation

A study about the influence of leadership styles on turnover intention, also taking into account the possible mediating role of the needs for autonomy, competence and relatedness as basic needs according to self-determination theory.

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.

For managers in public service organizations, stakeholders are very important as they have different and sometimes conflicting values. Yet, public administration scholars often neglect the stakeholders despite their vital role in defining good performance in democratic political systems. This chapter combines theoretical perspectives on public values (different understandings of the desirable) with contributions focused on creating public value. The chapter also pays attention to the co-existing and competing governance paradigms that are part of the context in which managing for public service performance occurs. These paradigms provide institutional templates, policies, operational strategies, and desired programs that prescribe how public service provision should be structured and how it should operate. Governance paradigms can be used to understand the links between stakeholders, public values, and public service performance. Giving insight into these links is the key contribution of the chapter. It uses nine illustrative studies to examine how the stakeholder concept and public value(s) are used in the public service performance literature. A key implication is that public administrators can be portrayed as experts who exercise judgment and make consequential decisions in identifying relevant public values, in creating public value, and in generating public service performance.

The public sector and all its entities are characterized by a plurality of values. As a result, public service professionals and public managers often find themselves in situations where different conceptions of what is deemed desirable conflict with one another and render a singular, unambiguous path to better performance a hallucination. This chapter reviews research on value conflicts in public organizations to offer three contributions. First, it identifies the consequences of value conflicts on professionals’ attitudes, behaviors, and performance. Second, the chapter discusses how individual service professionals and public managers can address value conflicts in organizational contexts. Third, and finally, the chapter outlines a series of critical questions on the antecedents and consequences of value conflicts the current literature has yet to address.

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.

It is easy to think of public service organizations in generic terms. However, on the basis of a multidimensional institutional perspective of publicness, which includes authority, funding, and values, one can quickly understand that the publicness of organizations comes in various guises. This institutional perspective not only explains the behavior of these various public service organizations themselves but also the behavior of individuals operating within these institutional boundaries. Key to explaining individual institutional behavior is the concept of identities. Depending on the extent of their internalization, identities influence individual behavior more or less strongly. An important level at which these insights can be harnessed to the benefit of the organization is at the level of management, which is the link between the individual and the organization. The mechanisms of management influence are illustrated by analyzing four different organizational systems (work design, reward, human resources flow, and employee participation) to manage human assets in public service organizations.

The public sector and all its entities are characterized by a plurality of values. As a result, public service professionals and public managers often find themselves in situations where different conceptions of what is deemed desirable conflict with one another and render a singular, unambiguous path to better performance a hallucination. This chapter reviews research on value conflicts in public organizations to offer three contributions. First, it identifies the consequences of value conflicts on professionals’ attitudes, behaviors, and performance. Second, the chapter discusses how individual service professionals and public managers can address value conflicts in organizational contexts. Third, and finally, the chapter outlines a series of critical questions on the antecedents and consequences of value conflicts the current literature has yet to address.

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.

This chapter examines managers’ role in people management within a public sector setting and the factors explaining differences in people management performance between managers. The main question guiding this contribution is: What are the antecedents (favoring and hindering factors) of public managers’ HRM implementation and leadership behavior? The AMO model is used as a conceptual framework to map and examine the antecedents of public managers’ people management. Under the Ability category of the AMO model, the focus is on managers’ people management abilities and management development. Under the Motivation category, the focus is on managers’ willingness to take up people management responsibilities and their priorities. Under the Opportunities category, support from different organizational stakeholders (HR department, upper management, etc.) and (personnel) red tape are covered. As such, this chapter provides a comprehensive overview of the impact that typical public sector characteristics have on managers’ people management performance.

The concluding chapter synthesizes the insights and gives a comprehensive answer to the volume’s overall question. It sets directions for future research and discusses implications for public organizations’ practice. There is ample evidence that management contributes to performance, both directly and indirectly, through influencing employees’ (public service) motivation, organizational commitment, and job performance. There is also evidence that management contributes to employee outcomes, both positive, such as their job satisfaction and employability, and negative, such as stress and burnout. The chapter reflects critically on the state of public management research and outlines four key issues for future research: (1) work toward an integrated theoretical framework; (2) develop more comprehensive theoretical models; (3) pay attention to the public sector context; and (4) increase methodological rigor. The chapter contends that public management–performance research remains relevant in the era of inter-organizational networks and co-production, if and when studies pay explicit attention to the public sector context and to the frontline employees involved in service production. The chapter advises public organizations to invest in service provision policies that fit the organizational mission and create the conditions for their implementation by frontline managers who can help public employees create public value.

This chapter uses research findings and examples from practice to provide a state-of-the-art overview of public sector workers’ employability and its determinants and outcomes. Employability is attracting growing attention from both public and private sector organizations. However, scarce research attention has been paid to the importance and features of the employability of employees in public organizations. Scholars regard and study employability mostly as an issue for business organizations. This chapter demonstrates, among other things, that both in research and in practice, employability is predominantly treated in a generic, non-sector-specific way. This leads to a call for public sector-specific studies and comparative research across countries and sectors. The chapter ends with proposals for future research and policy agendas.

It is easy to think of public service organizations in generic terms. However, on the basis of a multidimensional institutional perspective of publicness, which includes authority, funding, and values, one can quickly understand that the publicness of organizations comes in various guises. This institutional perspective not only explains the behavior of these various public service organizations themselves but also the behavior of individuals operating within these institutional boundaries. Key to explaining individual institutional behavior is the concept of identities. Depending on the extent of their internalization, identities influence individual behavior more or less strongly. An important level at which these insights can be harnessed to the benefit of the organization is at the level of management, which is the link between the individual and the organization. The mechanisms of management influence are illustrated by analyzing four different organizational systems (work design, reward, human resources flow, and employee participation) to manage human assets in public service organizations.

Employer attractiveness is an important variable for any organization. It is therefore not surprising that organizations try to control this facet when communicating recruitment messages for positions to be filled. This study aims to capture this process for public sector organizations, while looking at the role that a particular type of prosocial motivation - public service motivation: the motivation people have to contribute to society - plays in this process. To this end, a survey-experiment (N = 192) with prospective employees is carried out in which recruitment messages with three different value statements (public, private, neutral) are presented to the respondents. The effect of these message on both attractiveness and person-organization fit, as moderated by public service motivation, is tested. The results indicate that public service motivation indeed moderates the effect of these messages. However, the results do not fully corroborate the theoretical expectations. Therefore, additional exploratory analyses are performed in order to better understand the variables included in this process. This provides a direction for further research. Theoretical and practical implications are discussed. ispartof: FRONTIERS IN PSYCHOLOGY vol:11 ispartof: location:Switzerland status: published