CIVIC DUTY AND EMPLOYEE OUTCOMES: DO HIGH COMMITMENT HUMAN RESOURCE PRACTICES AND WORK OVERLOAD MATTER?
Article first published online: 5 JUN 2013
© 2013 John Wiley & Sons Ltd.
Special Issue: Symposium: The Future of Public Service Motivation Research. Edited by Wouter Vandenabeele, Gene Brewer and Adrian Ritz
Volume 92, Issue 4, pages 937–953, December 2014
How to Cite
GOULD-WILLIAMS, J. S., BOTTOMLEY, P., REDMAN, T., SNAPE, E., BISHOP, D. J., LIMPANITGUL, T. and MOSTAFA, A. M. S. (2014), CIVIC DUTY AND EMPLOYEE OUTCOMES: DO HIGH COMMITMENT HUMAN RESOURCE PRACTICES AND WORK OVERLOAD MATTER?. Public Administration, 92: 937–953. doi: 10.1111/padm.12019
- Issue published online: 18 DEC 2014
- Article first published online: 5 JUN 2013
- Manuscript Revised: 28 NOV 2012
- Manuscript Accepted: 28 NOV 2012
- Manuscript Received: 29 DEC 2011
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.