Articlegreen2013

CIVIC DUTY AND EMPLOYEE OUTCOMES: DO HIGH COMMITMENT HUMAN RESOURCE PRACTICES AND WORK OVERLOAD MATTER?

Julian Seymour Gould-Williams · Paul A. Bottomley · Tom Redman · Ed Snape · Thanawut Limpanitgul · Ahmed Mohammed Sayed Mostafa

88 citations0/0 files storedPublic Administration

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Public Policy and Administration Research Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

This article tests the impact of two organization‐relevant factors, high commitment human resource practices (HCHRP) and work overload on a component of public service motivation, civic duty and employee outcomes (job satisfaction, affective commitment, and quit intentions). Local government employees in Wales (n=1,755) were used to test our research hypotheses. Results show that bothHCHRPand work overload had direct and indirect affects (via civic duty) on employee outcomes. The positive effects ofHCHRPon employee outcomes more than compensated for the negative impact of work overload. However, given the modest relations between the organization‐relevant factors and civic mindedness, firm efforts should perhaps focus primarily on recruitment and retention campaigns rather than training and socialization strategies.

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References

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Cited by

2017AFFECTIVE ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION: A CROSS‐NATIONAL COMPARATIVE STUDY 2018High commitment human resource management practices and employee service behaviour: Trust in management as mediator 2017Discretionary HR practices and proactive work behaviour: the mediation role of affective commitment and the moderation roles of PSM and abusive supervision 2021Resilience in Public Sector Managers 2014

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