The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in the public sector. Existing literature finds that ethical leadership can significantly affect the desirable outcomes of subordinates, but most scholars only research from a single theoretical perspective of social learning or social exchange. In addition, the boundary conditions of the downward effects of ethical leadership have not been fully studied, and there is still a lack of clear theoretical explanations for why ethical leadership cannot effectively affect employee behaviors. This research examines the mechanisms and boundary conditions of ethical leadership influencing civil servants’ discretionary work behaviors. A total of 256 civil servants have participated in this study. Results revealed that ethical leadership can indirectly affect civil servants’ helping behavior and extra effort behavior through moral efficacy, and can also indirectly affect civil servants’ extra effort behavior through felt obligation. Social distance weakened the relationship between ethical leadership and moral efficacy, while power distance strengthened the relationship between ethical leadership and felt obligation. These findings broaden ethical leadership research in the public sector by differentiating the processes through which it affects civil servants’ discretionary work behaviors.
{"title":"A Dual-Path Model of Ethical Leadership’s Influence on Civil Servants’ Discretionary Work Behavior: Probing the Social Learning and Social Exchange Processes","authors":"Beijing Tan, Zijing Wang, Shusong Zhao, Jianqiao Liao","doi":"10.1177/00910260231196225","DOIUrl":"https://doi.org/10.1177/00910260231196225","url":null,"abstract":"The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in the public sector. Existing literature finds that ethical leadership can significantly affect the desirable outcomes of subordinates, but most scholars only research from a single theoretical perspective of social learning or social exchange. In addition, the boundary conditions of the downward effects of ethical leadership have not been fully studied, and there is still a lack of clear theoretical explanations for why ethical leadership cannot effectively affect employee behaviors. This research examines the mechanisms and boundary conditions of ethical leadership influencing civil servants’ discretionary work behaviors. A total of 256 civil servants have participated in this study. Results revealed that ethical leadership can indirectly affect civil servants’ helping behavior and extra effort behavior through moral efficacy, and can also indirectly affect civil servants’ extra effort behavior through felt obligation. Social distance weakened the relationship between ethical leadership and moral efficacy, while power distance strengthened the relationship between ethical leadership and felt obligation. These findings broaden ethical leadership research in the public sector by differentiating the processes through which it affects civil servants’ discretionary work behaviors.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43815365","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-01DOI: 10.1177/00910260231192482
Andrew Wesemann
The COVID-19 pandemic further illuminated the importance of strategic human capital management (SHCM). As the pandemic surged in the United States, employee retirement and resignation rates grew rapidly. Not surprisingly, the significant number of individuals seeking new employment opportunities or entirely exiting the labor force exacerbated human capital shortages that were already crippling public sector organizations. Fortunately, research has shown organizations that engage in SHCM initiatives can simultaneously enhance performance-related outcomes and successfully endure turbulent workforce conditions. Job satisfaction and employee turnover intention are two such outcomes that have received ample consideration among researchers. But while public sector scholarship has empirically demonstrated that SHCM influences employee job satisfaction, it has failed to adequately account for its indirect linkage to voluntary employee turnover. Therefore, using local government data collected biannually from 2016 to 2022, this study explicitly examines how endogeneity issues factor into the dynamic relationship between SHCM, job satisfaction, and turnover intention. The results of two-stage least squares regression analysis suggest that SHCM is indirectly related to employee turnover intention by way of employee job satisfaction.
{"title":"Turbulence Ahead: Strategic Human Capital Management, Job Satisfaction, and Turnover Intention","authors":"Andrew Wesemann","doi":"10.1177/00910260231192482","DOIUrl":"https://doi.org/10.1177/00910260231192482","url":null,"abstract":"The COVID-19 pandemic further illuminated the importance of strategic human capital management (SHCM). As the pandemic surged in the United States, employee retirement and resignation rates grew rapidly. Not surprisingly, the significant number of individuals seeking new employment opportunities or entirely exiting the labor force exacerbated human capital shortages that were already crippling public sector organizations. Fortunately, research has shown organizations that engage in SHCM initiatives can simultaneously enhance performance-related outcomes and successfully endure turbulent workforce conditions. Job satisfaction and employee turnover intention are two such outcomes that have received ample consideration among researchers. But while public sector scholarship has empirically demonstrated that SHCM influences employee job satisfaction, it has failed to adequately account for its indirect linkage to voluntary employee turnover. Therefore, using local government data collected biannually from 2016 to 2022, this study explicitly examines how endogeneity issues factor into the dynamic relationship between SHCM, job satisfaction, and turnover intention. The results of two-stage least squares regression analysis suggest that SHCM is indirectly related to employee turnover intention by way of employee job satisfaction.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44210282","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-28DOI: 10.1177/00910260231187540
P. Kruyen, Jessica E. Sowa
Routine, manual, or blue-collar workers play a substantial role in delivering public services, especially at the local level. Despite their prevalence, scholars know little about the specifics of managing these human resources. This contribution challenges common stereotypes about blue-collar workers and argue a truly inclusive knowledge base on public- sector human resource management (HRM) must include these workers. Building upon the job characteristics model and the Ability–Motivation–Opportunity (AMO) model of HRM that links ability-, motivation-, and opportunity- HRM practices to job performance, a research agenda is put forward aiming to better understand blue-collar workers in government. Researchers are challenged to study blue-collar workers in government to truly construct both inclusive workplaces and an inclusive knowledge base in public personnel or public HRM research.
{"title":"Essential but Ignored: Including Blue-Collar Government Workers Into Human Resource Management Research","authors":"P. Kruyen, Jessica E. Sowa","doi":"10.1177/00910260231187540","DOIUrl":"https://doi.org/10.1177/00910260231187540","url":null,"abstract":"Routine, manual, or blue-collar workers play a substantial role in delivering public services, especially at the local level. Despite their prevalence, scholars know little about the specifics of managing these human resources. This contribution challenges common stereotypes about blue-collar workers and argue a truly inclusive knowledge base on public- sector human resource management (HRM) must include these workers. Building upon the job characteristics model and the Ability–Motivation–Opportunity (AMO) model of HRM that links ability-, motivation-, and opportunity- HRM practices to job performance, a research agenda is put forward aiming to better understand blue-collar workers in government. Researchers are challenged to study blue-collar workers in government to truly construct both inclusive workplaces and an inclusive knowledge base in public personnel or public HRM research.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":"1 1","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"64927421","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-22DOI: 10.1177/00910260231191273
Maja Husar Holmes, Nicole M. Elias, M. D’Agostino
In the current context of public-sector workplaces, there is a more concerted effort to address identity and equity through greater inclusion. The aim of the special issue is to present emergent empirical research assessing organizational attributes, policy, and practice for achieving improved workplace inclusion and individual perceptions of inclusive public-sector workplaces. This special issue highlights studies that advance innovative methodologies to address emergent research questions related to understanding, implementing, and assessing inclusive cultures and perceptions of inclusion. The collection of articles advances the understanding and theories of inclusive practices, policies, and organizational attributes. The authors go beyond the rhetoric of inclusion to parse out how inclusion is defined and operationalized in organizations, the impact of inclusive initiatives, and areas of identity that need to be explicitly included. This research provides a pathway for intentionally making the case for inclusion, not just acknowledgment of diversity.
{"title":"Inclusion in Public-Sector Workplaces: Charting a Path for Theory and Practice","authors":"Maja Husar Holmes, Nicole M. Elias, M. D’Agostino","doi":"10.1177/00910260231191273","DOIUrl":"https://doi.org/10.1177/00910260231191273","url":null,"abstract":"In the current context of public-sector workplaces, there is a more concerted effort to address identity and equity through greater inclusion. The aim of the special issue is to present emergent empirical research assessing organizational attributes, policy, and practice for achieving improved workplace inclusion and individual perceptions of inclusive public-sector workplaces. This special issue highlights studies that advance innovative methodologies to address emergent research questions related to understanding, implementing, and assessing inclusive cultures and perceptions of inclusion. The collection of articles advances the understanding and theories of inclusive practices, policies, and organizational attributes. The authors go beyond the rhetoric of inclusion to parse out how inclusion is defined and operationalized in organizations, the impact of inclusive initiatives, and areas of identity that need to be explicitly included. This research provides a pathway for intentionally making the case for inclusion, not just acknowledgment of diversity.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45972008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-04DOI: 10.1177/00910260231187544
Maren B. Trochmann, Kendra B. Stewart, Jordan M. Ragusa
Public organizations have long sought to increase workforce diversity and employee inclusion, a goal that has only increased in recent years. The study examines a racially diverse state government agency to explore how employee perceptions of diversity and inclusion relate to workplace happiness, employee engagement, and job satisfaction. Using original survey data of over 1,800 workers, this study explores how employees perceive diversity and inclusion, how these perceptions relate to overall workplace happiness, and examines the factors that may lead to more positive perceptions of diversity and inclusion. The analysis employs principal component analysis and multilevel regression modeling. The findings underscore the connections between overall workplace happiness and positive perceptions of diversity and inclusion. The key takeaways for public organizations include the importance of senior leadership when it comes to cultivating a diverse and inclusive environment. Finally, a notable finding is the statistically significant increase in positive feelings around inclusion and diversity for historically underrepresented racial groups and that low pay for long-term employees decreases these feelings.
{"title":"The Impact of Employee Perceptions of Inclusion in a Racially Diverse Agency: Lessons From a State Government Survey","authors":"Maren B. Trochmann, Kendra B. Stewart, Jordan M. Ragusa","doi":"10.1177/00910260231187544","DOIUrl":"https://doi.org/10.1177/00910260231187544","url":null,"abstract":"Public organizations have long sought to increase workforce diversity and employee inclusion, a goal that has only increased in recent years. The study examines a racially diverse state government agency to explore how employee perceptions of diversity and inclusion relate to workplace happiness, employee engagement, and job satisfaction. Using original survey data of over 1,800 workers, this study explores how employees perceive diversity and inclusion, how these perceptions relate to overall workplace happiness, and examines the factors that may lead to more positive perceptions of diversity and inclusion. The analysis employs principal component analysis and multilevel regression modeling. The findings underscore the connections between overall workplace happiness and positive perceptions of diversity and inclusion. The key takeaways for public organizations include the importance of senior leadership when it comes to cultivating a diverse and inclusive environment. Finally, a notable finding is the statistically significant increase in positive feelings around inclusion and diversity for historically underrepresented racial groups and that low pay for long-term employees decreases these feelings.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43007860","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-26DOI: 10.1177/00910260231187536
Melissa Satzger, Rick Vogel
Public sector employers increasingly promote inclusive workplaces, but the impact of such policies on employees’ perceptions of employer attractiveness has rarely been studied. A deeper understanding of how inclusive workplaces relate to employer attractiveness, and how this relationship differs between employment sectors, may inform recruitment policies and retention management. This study tackles this issue and provides a large-scale analysis of an online employer review platform, covering more than 16,000 Germany-based organizations as rated and recommended (or not) by more than 715,000 current and former employees. More specifically, it builds on person–organization fit theory and analyzes how employee referrals are associated with ratings in three dimensions of inclusive workplaces (i.e., inclusion of women, elderly, and disabled). The results show that inclusive workplaces are positively and significantly related to employer attractiveness, both on aggregate and across the three dimensions. The overall relationship is stronger in the case of public employers when compared with private employers, while there are no sector differences in the relationship when comparing public and nonprofit employers. The findings suggest that inclusive workplaces are advantageous in terms of employer attractiveness, not just for the beneficiaries of such policies, but even more so in the public sector.
{"title":"Do Inclusive Workplace Policies Foster Employer Attractiveness? Comparative Evidence From an Online Employer Review Platform","authors":"Melissa Satzger, Rick Vogel","doi":"10.1177/00910260231187536","DOIUrl":"https://doi.org/10.1177/00910260231187536","url":null,"abstract":"Public sector employers increasingly promote inclusive workplaces, but the impact of such policies on employees’ perceptions of employer attractiveness has rarely been studied. A deeper understanding of how inclusive workplaces relate to employer attractiveness, and how this relationship differs between employment sectors, may inform recruitment policies and retention management. This study tackles this issue and provides a large-scale analysis of an online employer review platform, covering more than 16,000 Germany-based organizations as rated and recommended (or not) by more than 715,000 current and former employees. More specifically, it builds on person–organization fit theory and analyzes how employee referrals are associated with ratings in three dimensions of inclusive workplaces (i.e., inclusion of women, elderly, and disabled). The results show that inclusive workplaces are positively and significantly related to employer attractiveness, both on aggregate and across the three dimensions. The overall relationship is stronger in the case of public employers when compared with private employers, while there are no sector differences in the relationship when comparing public and nonprofit employers. The findings suggest that inclusive workplaces are advantageous in terms of employer attractiveness, not just for the beneficiaries of such policies, but even more so in the public sector.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42907851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-21DOI: 10.1177/00910260231187535
Kristina S. Weißmüller, Adrian Ritz, A. J. (. Steijn, Kerstin Alfes
While it is known that life events are predictive for psychological and physiological illnesses, empirical research on the relationship between private life events and their effect on work-related outcomes in a public sector context is scarce. Based on the extended job demands-resources model, this study argues that experiencing private life events may exercise spillover effects into the sphere of professional life affecting public employees’ work engagement and their risk of burnout. Longitudinal survey data from Switzerland reveals that negative private life events are associated with an increase in burnout but not necessarily lower levels of work engagement. Furthermore, experiencing transformational leadership exerts a mild stabilizing effect on work engagement in the face of private life events while public service motivation has no moderating effect. These findings have important implications for the practice and theory of public personnel management and leadership, employee performance, and well-being.
{"title":"Private Life Events as Antecedents for Public Employees’ Engagement and Burnout","authors":"Kristina S. Weißmüller, Adrian Ritz, A. J. (. Steijn, Kerstin Alfes","doi":"10.1177/00910260231187535","DOIUrl":"https://doi.org/10.1177/00910260231187535","url":null,"abstract":"While it is known that life events are predictive for psychological and physiological illnesses, empirical research on the relationship between private life events and their effect on work-related outcomes in a public sector context is scarce. Based on the extended job demands-resources model, this study argues that experiencing private life events may exercise spillover effects into the sphere of professional life affecting public employees’ work engagement and their risk of burnout. Longitudinal survey data from Switzerland reveals that negative private life events are associated with an increase in burnout but not necessarily lower levels of work engagement. Furthermore, experiencing transformational leadership exerts a mild stabilizing effect on work engagement in the face of private life events while public service motivation has no moderating effect. These findings have important implications for the practice and theory of public personnel management and leadership, employee performance, and well-being.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41768186","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-19DOI: 10.1177/00910260231187549
M. Newman, S. Ali, Ariel Powell, J. South
Diversity, equity, and inclusion—values that target structural inequities in communities and workplaces—have taken on greater urgency in the aftermath of the racial and societal tensions of the past several years. This article examines how selected local governmental jurisdictions are responding to the call for greater equity and inclusion in their organizations. Experiences of selected “best in class” cities are reviewed in their efforts to advance a transformative approach to human resource policies and processes. Strategies for implementation and pitfalls to avoid are identified. The article concludes by acknowledging that this work—work which interrupts the existing patterns that tend to maintain the status quo of structural disadvantages around issues such as hiring, pay equity, and advancement and that limit a culture of inclusion—is hard, is ongoing, and is overdue but is critical and calls for immediate action.
{"title":"The Experience of Local Governments in Promoting Equity and Inclusion","authors":"M. Newman, S. Ali, Ariel Powell, J. South","doi":"10.1177/00910260231187549","DOIUrl":"https://doi.org/10.1177/00910260231187549","url":null,"abstract":"Diversity, equity, and inclusion—values that target structural inequities in communities and workplaces—have taken on greater urgency in the aftermath of the racial and societal tensions of the past several years. This article examines how selected local governmental jurisdictions are responding to the call for greater equity and inclusion in their organizations. Experiences of selected “best in class” cities are reviewed in their efforts to advance a transformative approach to human resource policies and processes. Strategies for implementation and pitfalls to avoid are identified. The article concludes by acknowledging that this work—work which interrupts the existing patterns that tend to maintain the status quo of structural disadvantages around issues such as hiring, pay equity, and advancement and that limit a culture of inclusion—is hard, is ongoing, and is overdue but is critical and calls for immediate action.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44483892","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-29DOI: 10.1177/00910260231180286
T. Ashikali
The aim of this article is to unravel the determinants of inclusive leadership by combining mixed methods in two phases to explore and test theoretically grounded personal and organizational antecedents of inclusive leadership. The first qualitative phase used semi-structured interviews with public managers, while the second quantitative phase tested assumptions using survey data from employees working in the Dutch public sector. The findings support the hypothesized positive association of leader humility as well as a flexible culture on inclusive leadership. Public managers also tend to have, both social justice and business case arguments for diversity, affecting their inclusive leadership. Motivation and discretionary room enable public managers to cope with structural constrains. Top management support is important to change organizational culture and norms, motivating and stimulating lower level managers to actively show inclusive leadership. Overall, our findings contribute to a better understanding of inclusive leadership in a public sector context.
{"title":"Unraveling Determinants of Inclusive Leadership in Public Organizations","authors":"T. Ashikali","doi":"10.1177/00910260231180286","DOIUrl":"https://doi.org/10.1177/00910260231180286","url":null,"abstract":"The aim of this article is to unravel the determinants of inclusive leadership by combining mixed methods in two phases to explore and test theoretically grounded personal and organizational antecedents of inclusive leadership. The first qualitative phase used semi-structured interviews with public managers, while the second quantitative phase tested assumptions using survey data from employees working in the Dutch public sector. The findings support the hypothesized positive association of leader humility as well as a flexible culture on inclusive leadership. Public managers also tend to have, both social justice and business case arguments for diversity, affecting their inclusive leadership. Motivation and discretionary room enable public managers to cope with structural constrains. Top management support is important to change organizational culture and norms, motivating and stimulating lower level managers to actively show inclusive leadership. Overall, our findings contribute to a better understanding of inclusive leadership in a public sector context.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47173061","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-09DOI: 10.1177/00910260231176510
E. V. van Leeuwen, E. Knies, E. V. van Rensen, T. Taris, Machteld van den Heuvel, Jan-Willem J. Lammers
This study systematically develops an online training program improving line managers’ career-oriented people management behavior, including a pilot test. This program was developed based on the six steps of the Intervention Mapping protocol. Interviews were held with line managers and physicians to understand their needs and challenges with regard to people management. The program aimed to create (self-)awareness, enhance knowledge, support the exchange of experiences, and stimulate reflection on career-oriented people management behavior and leadership style and skills. Eight senior line managers of medical professionals employed in a large Dutch academic public hospital followed the training as part of the pilot test. The program was evaluated through observations, follow-up interviews, and a survey. This study makes a methodological and theoretical contribution to the human resource management literature. It shows how career-oriented people management behavior of line managers can be enhanced, which is important as earlier studies have demonstrated the benefits of this behavior. Systematically developing this program is relevant as studies have shown that the effectiveness of leadership programs is limited because of research design issues. Moreover, this study contributes to leadership development programs as this training could be offered as part of leadership programs.
{"title":"The Systematic Development of an Online Career-Oriented People Management Training for Line Managers of Professionals: A Pilot Field Intervention Study","authors":"E. V. van Leeuwen, E. Knies, E. V. van Rensen, T. Taris, Machteld van den Heuvel, Jan-Willem J. Lammers","doi":"10.1177/00910260231176510","DOIUrl":"https://doi.org/10.1177/00910260231176510","url":null,"abstract":"This study systematically develops an online training program improving line managers’ career-oriented people management behavior, including a pilot test. This program was developed based on the six steps of the Intervention Mapping protocol. Interviews were held with line managers and physicians to understand their needs and challenges with regard to people management. The program aimed to create (self-)awareness, enhance knowledge, support the exchange of experiences, and stimulate reflection on career-oriented people management behavior and leadership style and skills. Eight senior line managers of medical professionals employed in a large Dutch academic public hospital followed the training as part of the pilot test. The program was evaluated through observations, follow-up interviews, and a survey. This study makes a methodological and theoretical contribution to the human resource management literature. It shows how career-oriented people management behavior of line managers can be enhanced, which is important as earlier studies have demonstrated the benefits of this behavior. Systematically developing this program is relevant as studies have shown that the effectiveness of leadership programs is limited because of research design issues. Moreover, this study contributes to leadership development programs as this training could be offered as part of leadership programs.","PeriodicalId":47366,"journal":{"name":"Public Personnel Management","volume":" ","pages":""},"PeriodicalIF":3.0,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41933662","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：