High-performance human resource practices and employee outcomes: the mediating role of public service motivation
By: Mostafa, Ahmed Mohammed Sayed.
Contributor(s): Bottomley, Paul | Gould-Williams, Julian Seymour.
Material type:
ArticlePublisher: 2015Description: p.747-757.Subject(s): Motivation | Human resources development
In:
Public Administration ReviewSummary: This article responds to recent calls for research examining the mechanisms through which high-performance human resource practices (HPHRPs) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employeesﾒ affective commitment and organizational citizenship behaviors in public sector organizations. A sample of professionals in the Egyptian health and higher education sectors was used to test a partial mediation model using structural equation modeling. Findings show that public service motivation partially mediated the relationship between HPHRPs and employeesﾒ affective commitment and organizational citizenship behaviors. Similar results were achieved when the system of HPHRPs was disaggregated to consider the individual effects of five human resource practices. - Reprodu
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Articles
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Indian Institute of Public Administration | Volume no: 75, Issue no: 5 | Available | AR109825 |
This article responds to recent calls for research examining the mechanisms through which high-performance human resource practices (HPHRPs) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employeesﾒ affective commitment and organizational citizenship behaviors in public sector organizations. A sample of professionals in the Egyptian health and higher education sectors was used to test a partial mediation model using structural equation modeling. Findings show that public service motivation partially mediated the relationship between HPHRPs and employeesﾒ affective commitment and organizational citizenship behaviors. Similar results were achieved when the system of HPHRPs was disaggregated to consider the individual effects of five human resource practices. - Reprodu
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