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Do "innovative" Human Resource Management practices lead to enhanced performance in public organisations?

Gould-Williams, Julian Seymour and Davies, Fiona Margaret 2004. Do "innovative" Human Resource Management practices lead to enhanced performance in public organisations? International Journal of Human Resources Development and Management 4 (3) , pp. 223-234. 10.1504/IJHRDM.2004.004767

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Abstract

This paper examines the relationship between human resource (HR) practices, trust, job satisfaction, commitment, motivation, organisational citizenship behaviour and perceived organisational performance, namely respondents' perceptions of service quality, value for money and service effectiveness. The results of the survey provide support for the universality of ''innovative'' HR practices, in that linear relationships were reported for all individual outcome measures. Further, the relationships between the outcome measures and organisational performance were in the hypothesised direction, with the exception of organisational citizenship behaviour. The implications of these results are discussed in the concluding section of this paper.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HJ Public Finance
Uncontrolled Keywords: Human resource management; HRM practices; commitment; employee perceptions; local government
Publisher: Inderscience Publishers
ISSN: 1465-6612
Last Modified: 04 Jun 2017 04:27
URI: http://orca-mwe.cf.ac.uk/id/eprint/39402

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