Suchergebnisse

Cadre général : Pour répondre aux appels lancés récemment dans la littérature en vue de décomposer le système des RH et la performance, nous avons décidé, dans la présente étude, d'examiner l'influence des pratiques RH visant à augmenter les capacités, la motivation et les possibilités sur l'efficacité, l'efficience et la loyauté des organisations publiques, en prenant pour variable médiatrice la satisfaction professionnelle. Objectif : Nous avons conjugué les observations faites dans le cadre des recherches dans les domaines de la GRH et de la performance, essentiellement menées dans le secteur privé, à la littérature sur la gestion publique afin de mieux comprendre le lien entre GRH et performance dans le secteur public. Méthode : Analyse de régression avec méthode d'amorçage ( bootstrapping ) pour vérifier les effets médiateurs. Résultats : L'analyse indique que les trois composantes des RH influencent de manière hétérogène les trois résultats en termes de performance. Les résultats indiquent par ailleurs que les méthodes de GRH qui visent à augmenter les capacités et les opportunités sont plus fortement liées aux résultats en termes de performance que les méthodes destinées à augmenter la motivation. Conclusion : Le fait de décomposer la GRH et la performance permet de mieux comprendre le lien entre GRH et performance. Remarques à l'intention des praticiens Les résultats indiquent que le fait d'investir positivement dans la GRH influence les résultats en termes de performance. De plus, nos résultats indiquent que les différents aspects de la performance publique exigent des approches différentes en termes de GRH. Les investissements dans les pratiques destinées à améliorer les capacités semblent particulièrement importants si l'on souhaite améliorer l'efficacité. Toutes les méthodes de GRH, mais surtout celles qui visent à améliorer les capacités, sont importantes pour améliorer l'efficience. Il semble cependant que le fait d'investir dans des méthodes de GRH destinées à améliorer la motivation n'ait que peu d'utilité lorsqu'il s'agit d'améliorer la loyauté.

Background In response to recent calls in the literature to decompose both the human resources system and performance, this study has examined the effects of ability-, motivation- and opportunity-enhancing human resources practices on the effectiveness, efficiency and fairness of public organizations, with job satisfaction considered as a mediating variable. Aim Insights from Human Resource Management and performance research, mostly conducted in the private sector, have been combined with public management literature in order to gain insight into the Human Resource Management–performance relationship in the public sector. Method Regression analysis with a bootstrapping method was used to test the mediating effects. Results The analysis showed that the three human resources components heterogeneously impact upon the three performance outcomes. Further, the results showed that ability-enhancing and opportunity-enhancing human resources practices are more strongly related to performance outcomes than motivation-enhancing human resources practices. Conclusion Decomposing Human Resource Management and performance provides greater insight into the Human Resource Management–performance relationship. Points for practitioners The results show that investing in Human Resource Management positively influences performance outcomes. Moreover, our results show that various aspects of public performance require different human resources approaches. Investing in ability-enhancing human resources practices seems to be particularly relevant if one wants to enhance effectiveness. All the human resources practices, but especially ability-enhancing ones, are relevant to enhancing efficiency. However, investing in motivation-enhancing human resources practices seems to make little sense if one is seeking to enhance fairness.

Public management research has paid little attention to the implementation processes through which public organizations implement cutbacks. In this study, we examine how the implementation of cutbacks is related to employees' organizational commitment and work engagement in the Dutch public sector, and to what extent the use of change management practices may mitigate a negative relationship between cutbacks and these factors. The analysis of 6,066 employees indicates that cutbacks are negatively related to employee attitudes regarding their membership in their organization (organizational commitment), but not to attitudes regarding their work (work engagement). Moreover, although change management practices are only moderately applied in the implementation of cutbacks, the analysis indicates that these may partly alleviate the negative relationship between cutbacks and organizational commitment. The evidence presented in this study thus indicates that more attention should be given to the processes through which budget cutbacks are implemented in public organizations.

Many studies have recently been devoted to transformational leadership in public sector organizations. However, these seldom address the relationship between transformational leadership and work motivation. By combining separate findings in the public administration literature about transformational leadership style and goal setting and about the work motivation of public employees, we construct hypotheses on how transformational leadership style and work motivation are related in a public sector context. Building on this, our analysis, based on a survey in a Dutch municipality, shows several linkages between this leadership style and work motivation. In addition to a direct effect, we anticipated and indeed found two indirect ones. First, goal setting mediates this relationship, with transformational leaders able to set more challenging and more specific goals. Second, transformational leaders seem able to reduce perceptions of procedural constraints among their employees. This is especially important as such constraints can hamper the use of goal setting.

With the rise of New Public Management, public organizations are confronted with a growing need to demonstrate efficiency and cost-effectiveness. In this study, we examine the relationship between public organizational performance and human resource management (HRM). Specifically, we focus on job satisfaction as a possible mediating variable between organizational performance and HRM, and on the influence of a supervisor's leadership style on the implementation of Human Resource (HR) practices. Drawing on a secondary analysis of data from a national survey incorporating the views of 6,253 employees of Dutch municipalities, we tested our hypotheses using structural equation modeling. The findings indicate that (a) job satisfaction acts as a mediating variable in the relationship between HRM and organizational performance and (b) a stimulating leadership style has a positive effect on the amount of HR practices used, whereas (c) a correcting leadership style has no effect on the amount of HR practices used.

During the past three decades, the performance of public organizations has become more and more of an issue. However, academic research on public administration pays relatively little attention to how organizational performance is related to work environment and human resources within organizations. In this research, work environment characteristics, job satisfaction, and customer satisfaction are studied by comparing customer satisfaction data with data on the well-being of front-office employees in 35 Dutch municipalities. The authors test their hypotheses using structural equation modeling. Contrary to what was expected, the findings indicate that the effect of job satisfaction on customer satisfaction is twofold. In organizations in which employees are more satisfied with their jobs, customers are more satisfied with the empathy of the employees, but the waiting times for services tend to increase concomitantly. In addition, findings indicate that the work environment characteristics influence job satisfaction. These results have some implications for human resource management (HRM).

Enhanced communication technologies increasingly allow us to work anytime and anywhere. Many organizations have moved from traditional offices to flexible workplaces in which employees are allowed to vary their work hours and work at different locations both outside and inside the office. So far, findings are inconclusive regarding the effects of teleworking and few studies have examined its use by employees. Our study, which addresses the pre-COVID-19 context, is based on COR theory and explores how employees working in a Dutch public sector organization ( N = 873) use teleworking and what the consequences of this are for individual perceived performance. With respect to teleworking, we focus on time spent working from home and time spent working elsewhere. To test hypotheses, we conducted SEM in AMOS using a two-step approach. Mediation analysis showed that the paths from teleworking to performance via autonomy and work-life balance satisfaction were significant for working from home.