Research Handbook on HRM in the Public Sector

Edited by Bram Steijn, Professor of Public Administration, Erasmus University, Rotterdam and Eva Knies, Professor of Strategic Human Resource Management, Utrecht University School of Governance, the Netherlands

’This edited volume by Steijn and Knies is a unique and much-needed book that caters to audiences in two academic disciplines. For scholars of public administration and public management, it showcases how HRM ultimately affects the success of public policy and the quality of public service provision. For HRM scholars, the book illuminates how HRM in public organisations is not business as usual, as their distinctive characteristics serve as critical contingency factors. For both audiences, this book generously provides state-of-the-art insights by an international ensemble of researchers.’

• Contents:1 Introduction to the Research Handbook on HRM in the Public Sector 1Eva Knies and Bram SteijnPART I STRATEGIC HRM2 Picking up the HRM pieces: why fit doesn’t fit in the public sector 14Paul Boselie, Jaap Paauwe and Riccardo Peccei3 Leadership in the public sector: concepts, context and outlooks 29Laura Bundgaard, Christian Bøtcher Jacobsen and Ulrich T. Jensen4 People management in public organisations 43Julia Penning de Vries and Brenda Vermeeren5 Transitions in the organisational design of the HR function in the public sector 59Sophie Op de Beeck, Ellen Daniëls and Annie HondeghemPART II HRM CYCLE6 Recruitment and selection: still a model employer? 77Ann-Kristina Løkke7 Performance management 91Adelien Decramer, Mieke Audenaert, Bert George and Beatrice Van der Heijden8 Compensation and benefits 105Jared J. Llorens9 Learning and development in the public sector 119Marian Thunnissen and Jos Sanders10 Workforce planning: shifting assumptions in a precarious reality 132Heather Getha-Taylor11 Voluntary turnover in public organisations 145Jessica SowaPART III HRM AND OUTCOMES12 HRM and organisational effectiveness in the public sector 159Ahmed Mohammed Sayed Mostafa13 HRM and well-being in the public sector 172Rick Borst and Rutger Blom14 HRM and social legitimacy in the public sector 189Peter Leisink and Peter BoxallPART IV HRM VALUE CHAIN:LINKING MECHANISMS15 How does the alphabet soup of person–environment fit taste in thepublic sector? A typology of linking mechanisms 203Robert K. Christensen and Breck Wightman16 Job demands-resources model: toward an institutional reading 218David Giauque and Rafaël Weissbrodt17 Self-determination theory 232Christina W. Andrews18 Public service motivation and human resource management 245Guillem Ripoll and Adrian Ritz19 The psychological process view of bureaucratic red tape 260Sanjay K. PandeyPART V HRM AND CONTEXT20 The public sector as a distinctive employer: resilience and renewal? 277Stephen Bach and Ian Kessler21 Different systems, different civil service, different HRM: a comparisonof HRM approaches in Anglo-Saxon and Rechtsstaat systems 292Jessica Breaugh and Gerhard Hammerschmid22 HRM in different countries 307Wolfgang Mayrhofer and Marco RappPART VI FUTURE CHALLENGES23 Future challenges related to work pressure 323Laura den Dulk, Marjan Gorgievski and Bram Peper24 Future challenges related to retaining an employable workforce 337Jasmijn van Harten and Ricardo Rodrigues25 Future challenges related to a diverse workforce 349Norma Riccucci and Mauricio Astudillo Rodas26 Future challenges related to technological developments 361Brenda Vermeeren and Fabian Dekker27 Future challenges related to changing public service provision: HRMimplications of balancing old and new public servant characteristics 376Zeger van der Wal28 HRM in the public sector: taking stock and looking ahead 390Bram Steijn and Eva KniesIndex