Eva Knies – författare

How can management make a meaningful contribution to the performance of public services? Around the world, public organizations face increasingly complex social issues related to globalization, migration, health crises, national security, and climate change. To meet these challenges, we need a better understanding of what managing for public service performance means, and what it requires from public managers and public servants.This book takes a multidisciplinary, critical, and context-sensitive approach to address such questions. Through a comparative review of public administration research, it examines a variety of management aspects such as leadership behavior, human resource management, performance, diversity, and change management. It also critically reflects on how the context of the public sector affects the management-performance relationship in democratic societies, as well as the influence of numerous stakeholders and their beliefs about the nature and purpose of public service. By clarifying conceptual issues and taking a theoretical and evidence-based approach to the relationships between management and performance, this book offers new directions for research and a framework to help improve public services in practice.

Employability is attracting growing attention from researchers and practitioners alike given the contemporary employment landscape – one characterized by technological changes, ageing populations, and competitive organizational environments. This interest is in part motivated by the realisation that employability implies a win-win situation as employable workers have stocks of knowledge, skills, and abilities, and they are flexible and open to change. However, the role of the employer and specifically their investments in Human Resource Management policies and practices are largely absent in the current employability discourse. Employability is usually regarded as an individual asset in which employees carry almost all responsibility for employability maintenance and development. Remarkably little has been done to remedy the neglect of the employer perspective and advance knowledge and practice.This book brings together contributions from an international team of renowned management scholars who explore how Human Resource Management investments affect workers’ employability. Drawing on empirical evidence from all over the world, this book informs researchers, practitioners, and students in the fields of business and management, especially those with a particular interest in HRM and organizational behaviour.The chapters in this book were originally published as a special issue of The International Journal of Human Resource Management.

Employability is attracting growing attention from researchers and practitioners alike given the contemporary employment landscape – one characterized by technological changes, ageing populations, and competitive organizational environments. This interest is in part motivated by the realisation that employability implies a win-win situation as employable workers have stocks of knowledge, skills, and abilities, and they are flexible and open to change. However, the role of the employer and specifically their investments in Human Resource Management policies and practices are largely absent in the current employability discourse. Employability is usually regarded as an individual asset in which employees carry almost all responsibility for employability maintenance and development. Remarkably little has been done to remedy the neglect of the employer perspective and advance knowledge and practice.This book brings together contributions from an international team of renowned management scholars who explore how Human Resource Management investments affect workers’ employability. Drawing on empirical evidence from all over the world, this book informs researchers, practitioners, and students in the fields of business and management, especially those with a particular interest in HRM and organizational behaviour.The chapters in this book were originally published as a special issue of The International Journal of Human Resource Management.