Research Handbook on HRM in the Public Sector by Steijn, Bram; Knies, Eva;

Long description:

Bringing 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.

Bringing 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.

’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.’

Table of Contents:

Contents:

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