Civic duty and employee outcomes: Do high commitment human resource practices and work overload matter?

Julian S. Gould-Williams, Paul Bottomley, Tom Redman, Ed Snape, David J. Bishop, Thanawut Limpanitgul, Ahmed Mohammed Sayed Mostafa

    Research output: Contribution to journalArticle (Academic Journal)

    34 Citations (Scopus)

    Abstract

    This article tests the impact of two organization-relevant factors, high commitment human resource practices (HCHRP) and work overload on a component of public service motivation, civic duty and employee outcomes (job satisfaction, affective commitment, and quit intentions). Local government employees in Wales (n=1,755) were used to test our research hypotheses. Results show that both HCHRP and work overload had direct and indirect affects (via civic duty) on employee outcomes. The positive effects of HCHRP on employee outcomes more than compensated for the negative impact of work overload. However, given the modest relations between the organization-relevant factors and civic mindedness, firm efforts should perhaps focus primarily on recruitment and retention campaigns rather than training and socialization strategies.

    Original languageEnglish
    Pages (from-to)937-953
    Number of pages17
    JournalPublic Administration
    Volume92
    Issue number4
    DOIs
    Publication statusPublished - 1 Jan 2014

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  • Cite this

    Gould-Williams, J. S., Bottomley, P., Redman, T., Snape, E., Bishop, D. J., Limpanitgul, T., & Mostafa, A. M. S. (2014). Civic duty and employee outcomes: Do high commitment human resource practices and work overload matter? Public Administration, 92(4), 937-953. https://doi.org/10.1111/padm.12019