Administrative Error Control: The Role of Value-Based HR Practices, I-Deals, and Organizational Politics

Abstract

Value-based HR practices, which cultivate public values in public employees, may activate employee’s upward negotiations with the employer to go beyond administrative norms and constraints. The primary research aim is to assess the role of value-based HR practices in fostering idiosyncratic deals (i-deals) among public employees, which in turn contribute to the effectiveness of administrative error control. The research also investigates whether organizational politics undermines the momentum of i-deals in public employees. The source of data for the research includes the responses from public employees and their direct supervisors from People’s Committees of Wards—the grassroots level of government—in Ho Chi Minh City, Vietnam. The data were then analyzed using structural equation modeling. Through the research findings, the effect chain from value-based HR practices through i-deals to administrative error control was confirmed. The negative effect of organizational politics on i-deals was also grounded in the data analysis.

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