Pub Date : 2022-08-25DOI: 10.1177/0734371x221116584
Francesco Vidé, Lorenza Micacchi, M. Barbieri, Giovanni Valotti
Performance appraisal is recognized as a powerful human resource management (HRM) practice. However, its effectiveness depends on how public employees perceive appraisal systems. Based on the Social Exchange Theory, this study aims to empirically explore the impact of the perceived developmental purpose of performance appraisal on a relevant and critical individual attitude in public HRM literature, such as work engagement. Additionally, the study investigates perceived performance appraisal justice as a potential mediator of such a relationship. The analysis of an online survey administered to 1,482 Italian civil servants through a structural equation model shows that perceived developmental appraisal has a positive impact on the work engagement of public employees. This relationship is partially mediated by interactional performance appraisal justice perceptions, while distributive and procedural justice do not significantly affect work engagement. This contribution addresses specific research gaps in the public sector HRM literature. Our results suggest that public organizations can enhance engagement through perceived developmental, interactional, and fair performance appraisal systems.
{"title":"The Renaissance of Performance Appraisal: Engaging Public Employees Through Perceived Developmental Purpose and Justice","authors":"Francesco Vidé, Lorenza Micacchi, M. Barbieri, Giovanni Valotti","doi":"10.1177/0734371x221116584","DOIUrl":"https://doi.org/10.1177/0734371x221116584","url":null,"abstract":"Performance appraisal is recognized as a powerful human resource management (HRM) practice. However, its effectiveness depends on how public employees perceive appraisal systems. Based on the Social Exchange Theory, this study aims to empirically explore the impact of the perceived developmental purpose of performance appraisal on a relevant and critical individual attitude in public HRM literature, such as work engagement. Additionally, the study investigates perceived performance appraisal justice as a potential mediator of such a relationship. The analysis of an online survey administered to 1,482 Italian civil servants through a structural equation model shows that perceived developmental appraisal has a positive impact on the work engagement of public employees. This relationship is partially mediated by interactional performance appraisal justice perceptions, while distributive and procedural justice do not significantly affect work engagement. This contribution addresses specific research gaps in the public sector HRM literature. Our results suggest that public organizations can enhance engagement through perceived developmental, interactional, and fair performance appraisal systems.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2022-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42020145","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 : 2022-08-11DOI: 10.1177/0734371x221117283
Sabina Schnell, Catherine Gerard
This article assesses how changing paradigms of public administration have been reflected in public sector human resources management over time. It finds that large-scale reform acts, such as the Pendleton Act or the Civil Service Reform Act and the National Performance Review reflected the “ideals” of the rule-following bureaucrat of the Old Public Administration (OPA) and of the result-seeking entrepreneur of New Public Management (NPM). However, the advocate, empath, and networker of New Public Administration (NPA) and New Public Service (NPS) has not been pursued through similarly encompassing reform efforts. While gradual changes such as a more representative bureaucracy and increased collaborative governance have paved the way for a deeper integration of NPA and NPS values into human resource policy and practice, more efforts are needed to promote advocates, empaths, and networkers as the core of the “new” public service. We conclude by making some tentative suggestions in this direction.
{"title":"From Bureaucrats to Entrepreneurs to Networkers, Advocates, and Empaths: Reappraising Human Resources Management Ideals and Practices in Public Administration","authors":"Sabina Schnell, Catherine Gerard","doi":"10.1177/0734371x221117283","DOIUrl":"https://doi.org/10.1177/0734371x221117283","url":null,"abstract":"This article assesses how changing paradigms of public administration have been reflected in public sector human resources management over time. It finds that large-scale reform acts, such as the Pendleton Act or the Civil Service Reform Act and the National Performance Review reflected the “ideals” of the rule-following bureaucrat of the Old Public Administration (OPA) and of the result-seeking entrepreneur of New Public Management (NPM). However, the advocate, empath, and networker of New Public Administration (NPA) and New Public Service (NPS) has not been pursued through similarly encompassing reform efforts. While gradual changes such as a more representative bureaucracy and increased collaborative governance have paved the way for a deeper integration of NPA and NPS values into human resource policy and practice, more efforts are needed to promote advocates, empaths, and networkers as the core of the “new” public service. We conclude by making some tentative suggestions in this direction.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2022-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44183013","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 : 2022-07-26DOI: 10.1177/0734371X221115865
Jiwon Suh
{"title":"Book Review: Human Resources Information Systems: A Guide for Public Administrators","authors":"Jiwon Suh","doi":"10.1177/0734371X221115865","DOIUrl":"https://doi.org/10.1177/0734371X221115865","url":null,"abstract":"","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"43 1","pages":"209 - 211"},"PeriodicalIF":3.9,"publicationDate":"2022-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45247292","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 : 2022-07-15DOI: 10.1177/0734371X221111479
E. Vigoda-Gadot, N. Cohen, S. Mizrahi
We present three studies that examine the relationship between perceptions about public personnel management and social resilience during a crisis among frontline public healthcare servants who battled the COVID-19 pandemic. Based on theories of public personnel management, crisis management, trust, and resilience, we suggest a model and hypotheses that may extend our knowledge about perceived social resilience, both internal (organizational) and external (communal and national). We tested our model with the results of an online survey conducted in early 2021 among 437 healthcare employees from the Ministry of Health (n1 = 87), hospitals (n2 = 200), and Health Maintenance Organizations (HMOs; n3 = 150) across Israel. The findings generally support direct and indirect relationships between perceptions of good public personnel management, defined as healthcare system resilience, participation in decision-making and information sharing, and group-level organizational citizenship behavior, and perceived national and community resilience, and trust. Implications, extensions, and recommendations for future theoretical and empirical studies are discussed along with practical proposals.
{"title":"Battling COVID-19: Public Personnel Management, Trust, and Social Resilience During a Global Crisis","authors":"E. Vigoda-Gadot, N. Cohen, S. Mizrahi","doi":"10.1177/0734371X221111479","DOIUrl":"https://doi.org/10.1177/0734371X221111479","url":null,"abstract":"We present three studies that examine the relationship between perceptions about public personnel management and social resilience during a crisis among frontline public healthcare servants who battled the COVID-19 pandemic. Based on theories of public personnel management, crisis management, trust, and resilience, we suggest a model and hypotheses that may extend our knowledge about perceived social resilience, both internal (organizational) and external (communal and national). We tested our model with the results of an online survey conducted in early 2021 among 437 healthcare employees from the Ministry of Health (n1 = 87), hospitals (n2 = 200), and Health Maintenance Organizations (HMOs; n3 = 150) across Israel. The findings generally support direct and indirect relationships between perceptions of good public personnel management, defined as healthcare system resilience, participation in decision-making and information sharing, and group-level organizational citizenship behavior, and perceived national and community resilience, and trust. Implications, extensions, and recommendations for future theoretical and empirical studies are discussed along with practical proposals.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"43 1","pages":"583 - 613"},"PeriodicalIF":3.9,"publicationDate":"2022-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42538184","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 : 2022-07-04DOI: 10.1177/0734371x221108501
Cynthia J. Barboza-Wilkes, Esther González, William G. Resh, Stephanie M. Wong
Despite the emotional intensity that accompanies crises, rarely is emotional labor explicitly discussed as a required aspect of crisis response work. We explore the emotional toll of COVID-19 crisis on local government employees. We introduce a dynamic mixed-methods approach to the study of emotional labor during times of crisis and highlight the utility of diary research designs in public human resource management scholarship. By combining waves of survey data, semi-structured interviews, and daily diary prompts, we provide evidence of how changes in workload, exogenously imposed fears, and emotional spillover blur the work-home boundaries of local government officials during the pandemic. We also show how isolation from peers and the public can lead to conflict and search for social support from both external and internal sources. We highlight how the application of the job demands-resources (JD-R) theory gives insight to the burnout and disengagement faced by local government employees during the COVID-19 stay-at-home order.
{"title":"The Emotional Toll of the COVID-19 Crisis on Local Government Workers","authors":"Cynthia J. Barboza-Wilkes, Esther González, William G. Resh, Stephanie M. Wong","doi":"10.1177/0734371x221108501","DOIUrl":"https://doi.org/10.1177/0734371x221108501","url":null,"abstract":"Despite the emotional intensity that accompanies crises, rarely is emotional labor explicitly discussed as a required aspect of crisis response work. We explore the emotional toll of COVID-19 crisis on local government employees. We introduce a dynamic mixed-methods approach to the study of emotional labor during times of crisis and highlight the utility of diary research designs in public human resource management scholarship. By combining waves of survey data, semi-structured interviews, and daily diary prompts, we provide evidence of how changes in workload, exogenously imposed fears, and emotional spillover blur the work-home boundaries of local government officials during the pandemic. We also show how isolation from peers and the public can lead to conflict and search for social support from both external and internal sources. We highlight how the application of the job demands-resources (JD-R) theory gives insight to the burnout and disengagement faced by local government employees during the COVID-19 stay-at-home order.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2022-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45014022","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 : 2022-06-14DOI: 10.1177/0734371X221106792
N. Zahari, Maniam Kaliannan
This article systematically reviewed the body of literature concerning work engagement in public organizations, aiming to examine the antecedents of work engagement in the public sector. Web of Science and Scopus, two prominent journal databases, were utilized to identify relevant literature. Adopting the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) approach, a final of 48 articles were systematically analyzed as research samples. The review identified five main themes: organizational and team factors, perceived leadership, job-related experience, individual, and organizational intervention factors. Generally, most studies reviewed emphasized individual and job-design-related factors as antecedents of work engagement in the public sector. Only minimal emphasis has been placed on organizational intervention compared to the other factors. This study also found that most literature addressed a single or a few themes of work engagement antecedents instead of a comprehensive work engagement model comprising all related aspects. This systematic review ends with directions for future studies to aid future scholars.
本文系统地回顾了有关公共组织工作参与的大量文献，旨在考察公共部门工作参与的前因。利用Web of Science和Scopus这两个著名的期刊数据库来识别相关文献。采用系统评价和荟萃分析的首选报告项目（PRISMA）方法，对48篇文章作为研究样本进行了系统分析。该综述确定了五个主要主题：组织和团队因素、感知领导力、工作相关经验、个人和组织干预因素。一般来说，所审查的大多数研究都强调个人和工作设计相关因素是公共部门工作参与的前因。与其他因素相比，对组织干预的重视程度最低。这项研究还发现，大多数文献都涉及工作参与前因的单个或几个主题，而不是包括所有相关方面的综合工作参与模型。这篇系统的综述最后指出了未来研究的方向，以帮助未来的学者。
{"title":"Antecedents of Work Engagement in the Public Sector: A Systematic Literature Review","authors":"N. Zahari, Maniam Kaliannan","doi":"10.1177/0734371X221106792","DOIUrl":"https://doi.org/10.1177/0734371X221106792","url":null,"abstract":"This article systematically reviewed the body of literature concerning work engagement in public organizations, aiming to examine the antecedents of work engagement in the public sector. Web of Science and Scopus, two prominent journal databases, were utilized to identify relevant literature. Adopting the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) approach, a final of 48 articles were systematically analyzed as research samples. The review identified five main themes: organizational and team factors, perceived leadership, job-related experience, individual, and organizational intervention factors. Generally, most studies reviewed emphasized individual and job-design-related factors as antecedents of work engagement in the public sector. Only minimal emphasis has been placed on organizational intervention compared to the other factors. This study also found that most literature addressed a single or a few themes of work engagement antecedents instead of a comprehensive work engagement model comprising all related aspects. This systematic review ends with directions for future studies to aid future scholars.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"43 1","pages":"557 - 582"},"PeriodicalIF":3.9,"publicationDate":"2022-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42279816","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 : 2022-06-11DOI: 10.1177/0734371x221101308
Michelle Allgood, Ulrich Thy Jensen, Justin M. Stritch
The COVID-19 pandemic brought disruptions to government workplaces, including abrupt transitions to remote work for many employees. Remote work can offer a physically distant environment and greater flexibility for individual employees and organizations; remote work also creates or exacerbates potential work-life balance tensions. Drawing on Job-Demands Resources theory, we propose that two organizational resources, instrumental leadership (a vertical organizational resource) and a sense of social belonging (a horizontal organizational resource), help prevent burnout by alleviating conflict between work- and family-life activities. Using survey responses from local government employees collected during the COVID-19 pandemic (May 2020), we show that employees with a strong sense of social belonging experience less work-family conflict and, in turn, report lower levels of burnout. We also find that social belonging, as a horizontal organizational resource, appears more important for reducing burnout in a period characterized by disruption than the more formal, vertical resource of instrumental leadership.
{"title":"Work-Family Conflict and Burnout Amid COVID-19: Exploring the Mitigating Effects of Instrumental Leadership and Social Belonging","authors":"Michelle Allgood, Ulrich Thy Jensen, Justin M. Stritch","doi":"10.1177/0734371x221101308","DOIUrl":"https://doi.org/10.1177/0734371x221101308","url":null,"abstract":"<p>The COVID-19 pandemic brought disruptions to government workplaces, including abrupt transitions to remote work for many employees. Remote work can offer a physically distant environment and greater flexibility for individual employees and organizations; remote work also creates or exacerbates potential work-life balance tensions. Drawing on Job-Demands Resources theory, we propose that two organizational resources, instrumental leadership (a vertical organizational resource) and a sense of social belonging (a horizontal organizational resource), help prevent burnout by alleviating conflict between work- and family-life activities. Using survey responses from local government employees collected during the COVID-19 pandemic (May 2020), we show that employees with a strong sense of social belonging experience less work-family conflict and, in turn, report lower levels of burnout. We also find that social belonging, as a horizontal organizational resource, appears more important for reducing burnout in a period characterized by disruption than the more formal, vertical resource of instrumental leadership.</p>","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"113 5-6","pages":""},"PeriodicalIF":3.9,"publicationDate":"2022-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138509576","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 : 2022-06-03DOI: 10.1177/0734371X221098153
Adrian Ritz, Kristina S. Weißmüller, Timo Meynhardt
A commonly held assumption is that public service motivation (PSM) positively affects individuals’ attraction to government, but there are also private and nonprofit organizations that are beneficial to the common good. Therefore, the goal of this study is to shed light on an understudied topic in Public Administration, namely, how the public value of public, private, and nonprofit organizations affects their attractiveness to citizens and how PSM moderates this relationship. We find that employer attractiveness is strongly influenced by organizations’ public value regardless sectoral affiliation. This attribution of public value interacts with citizens’ PSM. For high-PSM individuals, the relationship between public value and attractiveness is stronger than for low-PSM individuals. Furthermore, high PSM exercises an asymmetric effect, punishing organizations with low public value more strongly in the private sector. These results highlight important implications for HR practitioners in all three sectors seeking to attract and retain highly motivated employees.
{"title":"Public Value at Cross Points: A Comparative Study on Employer Attractiveness of Public, Private, and Nonprofit Organizations","authors":"Adrian Ritz, Kristina S. Weißmüller, Timo Meynhardt","doi":"10.1177/0734371X221098153","DOIUrl":"https://doi.org/10.1177/0734371X221098153","url":null,"abstract":"A commonly held assumption is that public service motivation (PSM) positively affects individuals’ attraction to government, but there are also private and nonprofit organizations that are beneficial to the common good. Therefore, the goal of this study is to shed light on an understudied topic in Public Administration, namely, how the public value of public, private, and nonprofit organizations affects their attractiveness to citizens and how PSM moderates this relationship. We find that employer attractiveness is strongly influenced by organizations’ public value regardless sectoral affiliation. This attribution of public value interacts with citizens’ PSM. For high-PSM individuals, the relationship between public value and attractiveness is stronger than for low-PSM individuals. Furthermore, high PSM exercises an asymmetric effect, punishing organizations with low public value more strongly in the private sector. These results highlight important implications for HR practitioners in all three sectors seeking to attract and retain highly motivated employees.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"43 1","pages":"528 - 556"},"PeriodicalIF":3.9,"publicationDate":"2022-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48272802","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 : 2022-05-18DOI: 10.1177/0734371X221095404
Taha Hameduddin, Hongseok Lee
The creation of inclusive workplaces in which individuals can thrive constitutes an important goal for many organizations. Despite recognition of this fact, persistent adverse workplace experiences, such as sexual harassment, threaten to relegate inclusion to mere rhetoric. While previous research has identified several outcomes of sexual harassment, we examine the relationship between sexual harassment and employee engagement, a strong driver for improved service delivery, organizational performance, and employee motivation. Building on the job demands-resources model, we consider three moderators that may influence this relationship: gender, perceived supervisory support, and the gender equity climate. The results indicate that sexual harassment has a negative relationship with employee engagement, but that this relationship differs between male and female employees. However, we found no significant moderating effects of perceived supervisory support and gender equity climate. The article ends with a discussion of the findings and implications for theory and practice.
{"title":"Sexual Harassment and Employee Engagement: Exploring the Roles of Gender, Perceived Supervisory Support, and Gender Equity Climate","authors":"Taha Hameduddin, Hongseok Lee","doi":"10.1177/0734371X221095404","DOIUrl":"https://doi.org/10.1177/0734371X221095404","url":null,"abstract":"The creation of inclusive workplaces in which individuals can thrive constitutes an important goal for many organizations. Despite recognition of this fact, persistent adverse workplace experiences, such as sexual harassment, threaten to relegate inclusion to mere rhetoric. While previous research has identified several outcomes of sexual harassment, we examine the relationship between sexual harassment and employee engagement, a strong driver for improved service delivery, organizational performance, and employee motivation. Building on the job demands-resources model, we consider three moderators that may influence this relationship: gender, perceived supervisory support, and the gender equity climate. The results indicate that sexual harassment has a negative relationship with employee engagement, but that this relationship differs between male and female employees. However, we found no significant moderating effects of perceived supervisory support and gender equity climate. The article ends with a discussion of the findings and implications for theory and practice.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"43 1","pages":"504 - 527"},"PeriodicalIF":3.9,"publicationDate":"2022-05-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41604017","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 : 2022-05-06DOI: 10.1177/0734371x221095399
Phil Kim, Wonhyuk Cho, In-Hwa Yang
This article aims to analyze workplace dynamics in the public sector under highly disruptive environments. Survey data collected from 1,430 public employees in South Korea reveal that workload and work intensity have increased 13% to 15% on average compared to pre-pandemic conditions. Yet this impact on working conditions seems to be unevenly distributed across the public sector; the proportion of pandemic-affected workforce in each public organization ranged from 10% to 80%. More than 70% reported flexible work arrangements in place to alleviate the disruption, though less than 20% enjoyed access to occupational health and safety consultation to handle this change. We found that baby boomer men, who have the fewest family responsibilities, are most satisfied with flexible work arrangements, while millennial women, with the most domestic commitments, are least satisfied, leaving ample room for improvement. Results of a randomized survey experiment showed that resilience-enhancing Human Resource Management (HRM) practices such as special leave assistance programs influenced civil servants’ perceptions of workload and work intensity. Higher levels of satisfaction with resilience-enhancing HRM were found to be associated with lower levels of turnover intention, though this relationship was weaker among employees whose work became too intense or heavy (“numbing effect”) under the pandemic.
{"title":"Workplace Disruption in the Public Sector and HRM Practices to Enhance Employee Resilience","authors":"Phil Kim, Wonhyuk Cho, In-Hwa Yang","doi":"10.1177/0734371x221095399","DOIUrl":"https://doi.org/10.1177/0734371x221095399","url":null,"abstract":"This article aims to analyze workplace dynamics in the public sector under highly disruptive environments. Survey data collected from 1,430 public employees in South Korea reveal that workload and work intensity have increased 13% to 15% on average compared to pre-pandemic conditions. Yet this impact on working conditions seems to be unevenly distributed across the public sector; the proportion of pandemic-affected workforce in each public organization ranged from 10% to 80%. More than 70% reported flexible work arrangements in place to alleviate the disruption, though less than 20% enjoyed access to occupational health and safety consultation to handle this change. We found that baby boomer men, who have the fewest family responsibilities, are most satisfied with flexible work arrangements, while millennial women, with the most domestic commitments, are least satisfied, leaving ample room for improvement. Results of a randomized survey experiment showed that resilience-enhancing Human Resource Management (HRM) practices such as special leave assistance programs influenced civil servants’ perceptions of workload and work intensity. Higher levels of satisfaction with resilience-enhancing HRM were found to be associated with lower levels of turnover intention, though this relationship was weaker among employees whose work became too intense or heavy (“numbing effect”) under the pandemic.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2022-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43987313","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}
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