PurposeThe purpose of this research is to investigate how generalisable the public service motivation (PSM) observed in Western society is to China and to examine the effects of public service motivation on job satisfaction.Design/methodology/approachExploratory factor analysis and confirmatory factor analysis techniques are applied to survey data of 191 public servants in China to investigate the generalisability of Western PSM. Using hierarchical regression analysis, the paper examines the effects of the dimensions of PSM on job satisfaction.FindingsThe results show that the public service motivation observed in the West exists in China, but the generalisability of the construct is limited. Three of the four dimensions of public service motivation (attraction to public policy making, commitment to the public interest, and self‐sacrifice) exist in China, but the fourth dimension (compassion) is unconfirmed.Originality/valueThe paper is the first to examine the generalisability and instrumentality of PSM as observed in Western society to China. The results indicate that the public service motivation observed in the West also exists in China, but that the generalisability is limited. Public service motivation emerges from the results as a positively significant predictor of job satisfaction in the public sector of China. It enhances the applicability and meaningfulness of the concept of public service motivation across political and cultural environments.

Abstract-Based on the thorough review of the past research on high performance work systems and psychological contract, this paper examines the relationship among high performance work systems, psychological contract breach and employee performance, using data of 630 employees. Results show that high performance work systems have a significant effect on employee performance. Furthermore, psychological contract breach mediated the relationship between high performance work systems and in-role performance and OCB.

In this study, a mediated moderation model has been constructed based on 356 R&D professionals' survey to explain the influence of high involvement work systems on professional's innovative performance. The results show that: (1) high involvement work systems have significantly positive effect on professional's innovative performance; (2) consciousness moderates the effect of high involvement work systems on professional's innovative performance; (3) supervisor trust mediates the moderating effect of consciousness between high involvement work systems and professional's innovative performance.