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CIVIC DUTY AND EMPLOYEE OUTCOMES: DO HIGH COMMITMENT HUMAN RESOURCE PRACTICES AND WORK OVERLOAD MATTER?
Author(s) -
GOULDWILLIAMS JULIAN S.,
BOTTOMLEY PAUL,
REDMAN TOM,
SNAPE ED,
BISHOP DAVID J.,
LIMPANITGUL THANAWUT,
MOSTAFA AHMED MOHAMMED SAYED
Publication year - 2014
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/padm.12019
Subject(s) - duty , socialization , public service motivation , job satisfaction , organizational commitment , work (physics) , psychology , government (linguistics) , public relations , test (biology) , human resources , social psychology , human resource management , business , political science , management , economics , public sector , mechanical engineering , paleontology , linguistics , philosophy , law , biology , engineering
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.