The Relationship between HRM Practices and Organizational Performance in the Public Sector: Focusing on Mediating Roles of Work Attitudes

Ko, Jaekwon; Smith‐Walter, Aaron

doi:10.1080/12294659.2013.10805270

Cited by 36 publications

(31 citation statements)

References 53 publications

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“…WLBP studies in developing countries could benefit from the knowledge on WLBPs accumulated in the developed countries. Recently, scholars attempted to understand WLBPs in the US context using the Federal Employee Viewpoint Survey (Caillier ; Kim and Wiggins ; Ko and Smith‐Walter ; Lee and Hong ). However, their studies have limitations.…”

Section: Introductionmentioning

confidence: 99%

Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

Kim

Ryu

2017

Public Admin & Development

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This study investigates the relationship between public employees' satisfaction with work-life balance policies (WLBPs) and organizational commitment in the relatively unexplored Philippine context. Our findings show that (i) employees' overall satisfaction with WLBPs is positively related to organizational commitment, (ii) when specific WLBPs are examined, only satisfaction with health and wellness programs are positively associated with organizational commitment, and (iii) when accounting for employees' preferences for WLBPs, compensatory time-off, childcare policy, health insurance benefits, and paid sick leave are positively related to organizational commitment. The findings indicate that understanding which WLBPs employees prefer is important before implementing WLBPs. The article discusses the theoretical and practical implications of this study in the developing country context.

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Section: Introductionmentioning

confidence: 99%

Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

Kim

Ryu

2017

Public Admin & Development

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“…Thus, these aspects become the focus of human resource management in the public sector, including in the process of selection or procurement of employees, education, training and performance management. While Ko and Walter (2013), states that Human Resource Management in practice has a significant contribution to organizational commitment, organizational behavior, and encourage the performance of the organization. The facts show that a working system based on high performance, is identified with the recruitment process is very selective, development and effective training, performance evaluation continuous, reward for fair performance, and decentralized decision-making is good with a promotions based on merit system.…”

Section: Literature Review Related With Meritocracy and Merit Principlementioning

confidence: 99%

Challenges With Implementation Of The Merit System In The Open Recruitment Of Government High Positions: The Case In Indonesia

Dwiputrianti¹

2018

Proceedings of the 2018 Annual Conference of Asian Association for Public Administration: "Reinventing Public Administration In

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Indonesia is a large country with the fourth highest population globally. Moreover Indonesia is estimated to become a high income country and be reckoned economically competitive with other countries by 2025. However, bureaucratic governance and performance have not been able to put Indonesia in a strategic position to compete. This is due in part to the fact that the merit system has not yet been fully implemented. As an effort to reform and improve the performance of the public sector in Indonesia, the Indonesian Civil Service Commission (KASN) was established and given the authority to supervise and monitor implementation of the merit system. The KASN has, under this mandate, developed indicators to improve the bureaucratic system from a spoil system towards a merit system. This paper explores challenges with implementation of the merit system in the process of open recruitment, especially for government high positions in Indonesia. Moreover, this paper explains the factors that influence effectiveness with implementation of the merit system in open recruitment. Data was obtained from a number of ministries and local government agencies, using: government documents, official websites, media and other resources. There are three main results of the study, namely (1) indicators to assess implementation of the merit system in open recruitment, epecially for high positions in central and local governments; (2) challenges with implementing the merit system in open selection processes; (3) factors influencing implementation of the merit system in open recruitment.

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“…Hypothesis 3b was based on the argument that items indicating action and interaction would be most likely to exhibit a significant increase at t3. Of all the 24 items in the survey, we believe items 3,7,16,20,21,22,23, and 24 fall into this category. Therefore, the fact that items 16, 20, and 21 did increase significantly does lend support to the idea that action-oriented actors do have more impact in a complexity environment than those who may have equally strong beliefs without engaging others.…”

Section: Hypothesismentioning

confidence: 99%

“…As with CSR research, however, this research stream is limited by its unacknowledged embeddedness within Conventional assumptions. Most studies are cross-sectional [12], lack consensus on measures and methods [19], and provide little insight into the relationships and processes that link employee attitudes with CSP and CFP [20]. For these reasons, a complexity approach using primary data and a longitudinal perspective is called for, to better understand the 'black box' of HPWS employee dynamics [20,21].…”

Section: High Performance Work Systemsmentioning

confidence: 99%

“…Most studies are cross-sectional [12], lack consensus on measures and methods [19], and provide little insight into the relationships and processes that link employee attitudes with CSP and CFP [20]. For these reasons, a complexity approach using primary data and a longitudinal perspective is called for, to better understand the 'black box' of HPWS employee dynamics [20,21]. In the empirical study that follows we problematize the unclarified use of 'systems theory,' take a longitudinal perspective and a microprocess level of analysis, and focus on employees as lynchpins between HPWS and CSR intentions and achievement.…”

Section: High Performance Work Systemsmentioning

confidence: 99%

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A complexity perspective on CSR and sustainability: Theory and a longitudinal case study

Porter¹,

Reischer²

2018

Int. J. DNE

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Corporate social responsibility (CSR) has become standard practice for many if not most of the business organizations today. Extant CSR research largely assumes positivist, linear, and reductionist epistemologies and frequently invokes a 'systems theory' that is unspecified, seemingly taken for granted. The dominance of this conventional approach obscures or conflates significant dynamics that complexity systems theory reveals. This paper develops and compares an emerging complexity theory view of CSR with the more conventional approach. A longitudinal quantitative case study then tests competing hypotheses, permitting an examination of the efficacy of each approach for understanding CSR adoption processes, to our knowledge for the first time.Two longitudinal surveys of employee attitudes were administered during, and one year after, the rollout of an internal CSR initiative in a Welsh civil society organization. Hypothesis testing led to three anomalous results. First, expected linear increases in employee wellbeing did not persist; second, neither expected nor latent attitude constructs were in evidence; and finally, the only attitude items to increase significantly over time were related to tangible social action and interaction, over and above changes in thinking and beliefs. Complexity theory offers alternative explanations of these results, explanations which we propose be developed to provide a more complete understanding of CSR practice and theory. Keywords: company responsibility, complexity theory, corporate social responsibility, high performance work systems, modern working practices, resilience, strategic human resources management, sustainability, sustainability adoption processes. INTRODUCTIONCorporate social responsibility (CSR) is becoming ubiquitous in business organizations. Documented benefits to companies include improved financial performance, enhanced legitimacy and image, product quality, operational efficiencies, decreased risk, and attractiveness to investors, among others [1]. For employees, it has been found that perceived intrinsic rewards, trust in managers, decreased stress, job satisfaction, personal wellbeing, and willingness to invest 'discretionary effort' increase when greater attention and effort is put into CSR [2]. With so much good news, managers are inquiring into how to implement an effective CSR program. Yet here the research falls short, for very little has been studied or learned about internal employee-centric processes related to CSR.Our aim is to examine the internal processes that lie behind sustainability adoption decisions, both theoretically and empirically. Our literature review finds two distinct perspectives to be in play, the taken-for-granted linear systems approach, and an emerging viewpoint based in complexity theory. From here we develop a set of opposing hypotheses, which we then test in a longitudinal study of a sustainability focused human resources initiative in a UK organization. Thus, we have a means of comparing quantitative findings from...

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The Relationship between HRM Practices and Organizational Performance in the Public Sector: Focusing on Mediating Roles of Work Attitudes

Cited by 36 publications

References 53 publications

Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

Challenges With Implementation Of The Merit System In The Open Recruitment Of Government High Positions: The Case In Indonesia

A complexity perspective on CSR and sustainability: Theory and a longitudinal case study

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