Enduring Challenges and New Developments in Public Human Resource Management

Podger, Andrew

doi:10.1177/0734371x17693057

Cited by 25 publications

(27 citation statements)

References 9 publications

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“…This research identifies the concept of problem ownership as a key bridge between policy and implementation. The lack of knowledge of how to operationalize issues stems from managers not having deep knowledge of how to progress gender equality (Dieffenbach, 2009; Podger, 2017; Williamson et al, 2020). It may be unrealistic to expect managers to become gender equality subject matter experts, however, our findings suggest that access to such support needs strengthening.…”

Section: Discussionmentioning

confidence: 99%

Understanding, ownership, or resistance: Explaining persistent gender inequality in public services

Colley

Williamson

Foley

2020

Gender Work & Organization

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Gender inequality persists in the public services in many Organisation for Economic Co‐operation and Development countries, despite decades of policy and strategic initiatives designed to promote greater equality. Resistance to gender equality, characterized by opposition to change or support for the status quo, has emerged as one potential explanation for the disconnection between policies and outcomes. This article explores whether concepts of resistance assist to explain slow progress towards gender equality in our study of four Australian public sector jurisdictions, where we asked middle managers about their understanding of, and action towards, gender equality. We found that managers were committed to gender equality and held a general understanding of their jurisdiction's gender equality policies, but lacked a deeper understanding of how organizations and human resource practice are gendered, which impeded translating commitment into action. This resulted in various levels of resistance and an unwillingness or inability to operationalize policies and strategies. This indicates that public services have progressed from identifying the problem to not knowing how to operationalize solutions. Our research contributes to the resistance literature, showing the existence of the various forms of gender equality resistance, which can impede action. A further contribution is that our research did not find differences between the approaches of male and female managers in gender‐balanced organizations, with both equally aware of the policies but demonstrating similar levels and types of resistance.

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Section: Discussionmentioning

confidence: 99%

Understanding, ownership, or resistance: Explaining persistent gender inequality in public services

Colley

Williamson

Foley

2020

Gender Work & Organization

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“…With the advent of New Public Management (NPM), public sector organizations are adopting private sector human resource management (HRM) practices (Eckerd & Snider, 2017; Podger, 2017). The introduction of broader and multiskilled jobs requires public service organizations to invest billions of dollars annually on training and development programs for their employees (Lee & Suh, 2018; Yang, Wu, Xu, & Chen, 2012).…”

Section: Introductionmentioning

confidence: 99%

Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate

Quratulain

Khan

Sabharwal

et al. 2019

Review of Public Personnel Administration

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This study examines the individual and work-related factors that can affect the transfer of training processes. Specifically, our study focuses on organizational, individual, and training-related factors that can affect learning transfer in public service organizations. Based on a survey of public sector employees, our findings indicate that instrumentality/utility and self-efficacy beliefs are significant predictors of training implementation behaviors. Furthermore, organizational flexibility and feedback dimensions of organizational climate interact with trainees’ cognitions (instrumentality and self-efficacy) and positively affect training implementation behaviors. Our findings provide important insights that pave the way to extend our current understanding of training transfer processes in public organizations. This study adds to the literature by unpacking instrumentality—an understudied but key element of Vroom’s valence–instrumentality–expectancy framework—as an important predictor of training implementation behaviors among public sector employees.

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“…Although studies confirm national culture's role on employee behaviour, a number of researchers (Christensen and Laegreid, 2007;Milne, 2007;Vandenabeele and Van de Walle, 2008) argue that the bureaucratic nature of PSOs influences the attitudes and interests of public employees. Podger (2017) posits that the drivers of a strategic approach to public HRM are similar across countries. For that reason, specific motivational practices for public employees could have similar effects on job satisfaction regardless of the country of application.…”

mentioning

confidence: 99%

“…The results show no overall significant country differences. Public service identity seemingly weights more in determining public employees' job satisfaction than country specifics, endorsing the universal aspect of the bureaucratic culture overriding country effects (Podger, 2017). The socio-demographic elements have also proved insignificant sources of change, reaffirming the strength of the bureaucratic culture over other parameters.…”

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confidence: 99%

Public sector motivational practices and their effect on job satisfaction: country differences

Espinosa

Rakowska

2018

EJMBE

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Purpose-The purpose of this paper is to explore the effects of job satisfaction practices for public sector employees through a cross-national approach. Design/methodology/approach-A multi-group analysis was carried out using SmartPLS3 among non-teaching employees of public universities in Poland and Spain. Findings-The results show a positive relationship between motivational factors and job satisfaction; however, there is no evidence that the variable "country" introduced significant differences. Originality/value-The research findings contribute to a better understanding of job satisfaction for public employees and provide empirical evidence on the relationship between job satisfaction and public culture.

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Enduring Challenges and New Developments in Public Human Resource Management

Cited by 25 publications

References 9 publications

Understanding, ownership, or resistance: Explaining persistent gender inequality in public services

Understanding, ownership, or resistance: Explaining persistent gender inequality in public services

Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate

Public sector motivational practices and their effect on job satisfaction: country differences

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