High‐Performance Human Resource Practices and Employee Outcomes: The Mediating Role of Public Service Motivation

Abstract

Abstract 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 whichHPHRPsinfluence employees’ 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 betweenHPHRPsand employees’ affective commitment and organizational citizenship behaviors. Similar results were achieved when the system ofHPHRPswas disaggregated to consider the individual effects of five human resource practices.

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