Human Resource Management in the Public Sector M3074 - BURKE 978857937315 PRINT.indd i 29/01/2013 15:57 NEW HORIZONS IN MANAGEMENT Series Editor: Cary L Cooper, CBE, Distinguished Professor of Organizational Psychology and Health, Lancaster University, UK This important series makes a significant contribution to the development of management thought This field has expanded dramatically in recent years and the series provides an invaluable forum for the publication of high quality work in management science, human resource management, organizational behaviour, marketing, management information systems, operations management, business ethics, strategic management and international management The main emphasis of the series is on the development and application of new original ideas International in its approach, it will include some of the best theoretical and empirical work from both well-established researchers and the new generation of scholars Titles in the series include: Self-Management and Leadership Development Edited by Ronald J Burke and Mitchell G Rothstein Handbook of Employee Engagement Perspectives, Issues, Research and Practice Edited by Simon Albrecht Human Resource Management in Small Business Achieving Peak Performance Edited by Cary L Cooper and Ronald J Burke Research Handbook of Comparative Employment Relations Edited by Michael Barry and Adrian Wilkinson Psychological Ownership and the Organizational Context Theory, Research Evidence, and Application Jon L Pierce and Iiro Jussila Handbook of Stress in the Occupations Edited by Janice Langan-Fox and Cary L Cooper The New Knowledge Workers Dariusz Jemielniak Narcissism in the Workplace Research, Opinion and Practice Andrew J DuBrin Gender and the Dysfunctional Workplace Edited by Suzy Fox and Terri R Lituchy The Innovation Imperative in Health Care Organisations Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation Edited by Peter Spurgeon, Cary L Cooper and Ronald J Burke Human Resource Management in the Nonprofit Sector Passion, Purpose and Professionalism Edited by Ronald J Burke and Cary L Cooper Human Resource Management in the Public Sector Edited by Ronald J Burke, Andrew J Noblet and Cary L Cooper The Psychology of the Recession on the Workplace Edited by Cary L Cooper and Alexander-Stamatios G Antoniou How Can HR Drive Growth? Edited by George Saridakis and Cary L Cooper M3074 - BURKE 978857937315 PRINT.indd ii 29/01/2013 15:57 Human Resource Management in the Public Sector Edited by Ronald J Burke Emeritus Professor of Organizational Studies, Schulich School of Business, York University, Canada Andrew J Noblet Professor, Deakin University, Australia Cary L Cooper CBE Distinguished Professor of Organizational Psychology and Health, Lancaster University, UK NEW HORIZONS IN MANAGEMENT Edward Elgar Cheltenham, UK • Northampton, MA, USA M3074 - BURKE 978857937315 PRINT.indd iii 29/01/2013 15:57 © Ronald J Burke, Andrew J Noblet and Cary L Cooper 2013 All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical or photocopying, recording, or otherwise without the prior permission of the publisher Published by Edward Elgar Publishing Limited The Lypiatts 15 Lansdown Road Cheltenham Glos GL50 2JA UK Edward Elgar Publishing, Inc William Pratt House Dewey Court Northampton Massachusetts 01060 USA A catalogue record for this book is available from the British Library Library of Congress Control Number: 2012948158 This book is available electronically in the ElgarOnline.com Business Subject Collection, E-ISBN 978 85793 732 ISBN 978 85793 731 04 Typeset by Servis Filmsetting Ltd, Stockport, Cheshire Printed and bound by MPG Books Group, UK M3074 - BURKE 978857937315 PRINT.indd iv 29/01/2013 15:57 Contents List of figures List of tables List of contributors Acknowledgements The importance of human resource management in the public sector, future challenges and the relevance of the current collection Ronald J Burke, Amanda F Allisey and Andrew J Noblet PART I APPROACHES TO HUMAN RESOURCE MANAGEMENT IN THE PUBLIC SECTOR The distinctiveness of human resource management in the public sector Catherine Truss Human resource management in the public sector in developing countries Christopher J Rees PART II vii viii ix xi 17 37 ASSESSING AND ADDRESSING THE HEALTH AND WELL-BEING OF PUBLIC SECTOR EMPLOYEES Psychosocial risk factors for stress and stress claim differences between the public and private sectors Tessa S Bailey, Sarven S McLinton and Maureen F Dollard Building more supportive and inclusive public sector working environments: a case study from the Australian community health sector Andrew J Noblet, Kathryn Page and Tony LaMontagne Work engagement among public and private sector dentists Arnold B Bakker and Jari J Hakanen 63 90 109 v M3074 - BURKE 978857937315 PRINT.indd v 29/01/2013 15:57 vi Human resource management in the public sector Emotional labor, job satisfaction and burnout: how each affects the other Mary E Guy and Meredith A Newman PART III 10 11 12 13 14 15 16 HUMAN RESOURCE MANAGEMENT CHALLENGES IN THE PUBLIC SECTOR Management and leadership development in public service organizations Patrick McGurk Employee turnover in public agencies: examining the extent and correlates Mark Bradbury, Jessica E Sowa and J Edward Kellough Managing human resources in the public sector during economic downturn Parbudyal Singh and Ronald J Burke Motivation, job satisfaction and retention/turnover in the public sector Wouter Vandenabeele Trade unions and organizational change in the public sector: the new politics of public sector industrial relations Miguel Martínez Lucio PART IV 132 153 177 196 214 236 HUMAN RESOURCE MANAGEMENT PRACTICES AND PUBLIC SECTOR PERFORMANCE High performance work systems, performance management and employee participation in the public sector Pauline Stanton and Karen Manning Human resource management and public organizational performance: educational outcomes in the Netherlands Laurence J O’Toole (Jr), René Torenvlied, Agnes Akkerman and Kenneth J Meier Case study of ‘peak performing’ public sector units and successful change efforts Michela Arnaboldi and Giovanni Azzone Public sector human resource management education in the United States: contemporary challenges and opportunities for performance improvement Jared J Llorens Index M3074 - BURKE 978857937315 PRINT.indd vi 255 270 286 303 321 29/01/2013 15:57 Figures 3.1 4.1 7.1 15.1 15.2 15.3 15.4 15.5 15.6 16.1 Mapping the boundaries of HRM&D Psychosocial safety climate model Relationship of emotion work to personal efficacy, false face acting, job satisfaction and burnout The input/output approach A summary of the indicators typology The activity based model Waste management performances for Scottish local authorities (source: Audit Scotland) Spend per pupil – secondary schools in England aggregated by local authorities Italian universities – efficiency and effectiveness in student support services Challenges facing human resource management education 43 69 135 291 292 293 295 296 296 308 vii M3074 - BURKE 978857937315 PRINT.indd vii 29/01/2013 15:57 Tables 3.1 4.1 4.2 4.3 4.4 6.1 6.2 6.3 6.4 8.1 9.1 9.2 9.3 14.1 14.2 15.1 16.1 Key political, fiscal, and administrative features of decentralization and the accountability for service delivery AWB national data on stress claims by sector (weighted) Correlations with stress claims for both the public and private sectors Multivariate analysis of variance in both the public and private sectors Regression of stress claims on associated variables Pearson correlations between the study variables among public sector (N 1632) and private sector dentists (N 1124) Differences in mean scores for job resources among dentists in the public sector (N 1632) versus the private sector (N 1124) Differences in mean scores for job demands among dentists in the public sector (N 1632) versus the private sector (N 1124) Differences in mean scores for work engagement and job performance among dentists in the public sector (N 1964) versus the private sector (N 928) MLD goals, options and intended organizational outcomes Variables in the analysis Quit rates for selected US federal agencies 2009 and 2010 Determinants of US federal agency quit rates Descriptive statistics of and correlations between main variables in the analysis (n 491) OLS regression of schools’ average standardized test scores (CITO scores) of pupils 2010 (n 491) Italian municipalities – efficiency and effectiveness in kindergarten services Framework of human resource management education in the US 48 74 75 77 80 120 122 123 124 162 184 187 188 279 281 297 305 viii M3074 - BURKE 978857937315 PRINT.indd viii 29/01/2013 15:57 Contributors Agnes Akkerman, Radboud University, The Netherlands Amanda F Allisey, Deakin University, Australia Michela Arnaboldi, Polytechnic of Milan, Italy Giovanni Azzone, Polytechnic of Milan, Italy Tessa S Bailey, University of South Australia, Australia Arnold B Bakker, Erasmus University, The Netherlands Mark Bradbury, Appalachian State University, USA Ronald J Burke, York University, Canada Cary L Cooper, Lancaster University, UK Maureen F Dollard, University of South Australia, Australia Mary E Guy, University of Colorado (Denver), USA Jari J Hakanen, Finnish Institute for Occupational Health, Finland J Edward Kellough, University of Georgia, USA Tony LaMontagne, University of Melbourne, Australia Jared J Llorens, Louisiana State University, USA Miguel Martínez Lucio, Manchester Business School, UK Karen Manning, Victoria University, Australia Sarven S McLinton, University of South Australia, Australia Patrick McGurk, University of Greenwich, UK Kenneth J Meier, Texas A & M University, USA Meredith A Newman, Florida International University, USA Andrew J Noblet, Deakin University, Australia Laurence J O’Toole (Jr), University of Georgia, USA ix M3074 - BURKE 978857937315 PRINT.indd ix 29/01/2013 15:57 x Human resource management in the public sector Kathryn Page, University of Melbourne, Australia Christopher J Rees, University of Manchester, UK Parbudyal Singh, York University, Canada Jessica E Sowa, University of Colorado, Denver, USA Pauline Stanton, Victoria University, Australia René Torenvlied, Leiden University, The Netherlands Catherine Truss, University of Kent, UK Wouter Vandenabeele, Utrecht University, The Netherlands M3074 - BURKE 978857937315 PRINT.indd x 29/01/2013 15:57 324 Human resource management in the public sector job resources and work engagement studies 113–14 unemployment in economic downturn 202–3 fire brigade case study 165–8 flexible coordination 287, 299 flexible employment contracts 25 focus groups 95–106 Freudenberger, Herbert 137 Gagné, M 220–21, 226, 227 gender composition of workforce 19 and employee turnover 185 equality 248 and teachers 278 and workplace stress 67 Givan, R 20–22, 25, 26 global public sector 21–3 globalization in developing countries 41–6 goal-setting theory 219 Gold, J 153–4, 158, 159–60 Gorter, R.C 109, 114, 116, 117 government agencies and turnover 177–9, 180, 186–91 control 24, 29–30 expenditure 3–4 local, in developing countries 47–51 reform and change 21, 27, 165–7, 258–60, 264, 286, 287–90 responses to economic downturns 17, 197–201 US federal 303–7, 312 Government Performance and Results Act (GPRA) 199 Gray, A 197, 199 Greek employees study 111 Guest, D 27, 153, 155, 158, 242, 256–7 Guy, M.E 132, 134–44, 146–7, 149, 309 habits of the mind 144 Hahn, P 261, 264 Hakanen, J.J 110–14, 116–17, 124–5 Hammerschmid, G 18, 28, 29, 31 harassment 70, 82 Hays, S.W 177, 190, 309 M3074 - BURKE 978857937315 PRINT.indd 324 health and well-being assessment summary 7–9 Herzberg, F 218 heterogeneity of performance 294–7 high commitment practices 92, 243, 256 high performance work systems (HPWS) 11–12, 107, 255–6, 265–6 defining public sector 257–8 factors influencing practices 261–2 in healthcare sector 92–4, 104, 263 performance and participation 262–5 in public sector 259–61 understanding 256–7 Hondeghem, A 155, 217, 222 Hood, C 154, 199, 215, 286–8 Horton, S 2, 22, 155 Hossain, F 46, 47 Houston, D.J 217, 222 HPWS see high performance work systems (HPWS) HR department, role of 27–31 HRM in the public sector in developing countries 37–56 functions for emotion work 145–8 global public sector 21–3 HRM education 303–17 and organizational performance 270–83 overview 197–8 pressures during economic downturns 201–5 private sector HRM comparison 24–7 reasons for focus on 2–6 responses to economic downturns 198–201 summary of approaches to summary of challenges 9–11 summary of practices and performance 11–12 and trade unions 242–7 HRM&D (human resources management and development) 42–3 Hsieh, C.-W 134–5 Hu, Z 182–3, 189, 190 29/01/2013 15:57 Index identified regulation 220 industrial relations 236–49 industry context 257 ineffectiveness 140 input/output approach 290–92 Inspirational Leadership workshops 169–70 integrated personal development system (IPDS) 166–7 integrated regulation 220 internal management 272–3 international HRM 41–2 International Monetary Fund (IMF) 40, 45, 47 international non-governmental organizations (INGOs) 37 International Public Management Association for Human Resources (IPMA-HR) 306 international variability 22, 31, 32–3 intrinsic motivation 220–21 introjection 220 investment in civil services 3–4 in MLD 153–4, 160–71 in training and development 204 Italy bridging competence 298 heterogeneity of performance 295–7 and NPM 289–90 JCQ 2.0 70–72 JD-R (job demands-resources) model 68, 93, 111–14, 123–4, 126 Jenkins, B 197, 199 Jin, M 134–5 job analysis 145 job characteristics model 218–19 job crafting 113, 127 job demands 70, 112–14, 117–18, 119, 124–5 job description 145, 148 job performance relation to work engagement 110–11, 127–8 study discussion 123–7 study measures 118 study results 119–23 see also employee performance job redesign 142–3 M3074 - BURKE 978857937315 PRINT.indd 325 325 job resources 81–2, 112–14 interventions 125–6 measures 115–17 results 119, 122, 124–5 job satisfaction 134–7, 216, 223–5 Joyce, P 155, 157 junior and middle managers 106, 157 justice, organizational 72, 74 Kalleberg, A.L 256, 257, 259 Karasek, R 84, 93, 105, 115, 117 Kellough, J.E 177–8, 180–90, 197, 272, 309–11 Kessler 10 (K10) 72 Kessler, I 22, 30, 32 Kettl, D.F 198–201 Kim, P.S 199, 201 Kim, S 215, 222, 312 King, Z 27, 153, 155, 158 Klingner, D.E 43–4, 309, 317 Korea 200–201 Kristof, A.L 219–20 labour costs cuts 202 Landuyt, N 177, 180 Lapsley, I 286–8, 298, 299 Lawler, J 153–5, 245 leadership see management and leadership development (MLD) Leggat, S 91, 92, 263 Lepeak, S 178, 180 Lewis, G.B 177–8, 180, 182–6, 189–90, 222 liberal market economies 22, 32 Likert scale 70–73, 277 Lindström, K 71, 116 Llorens, J.J 182–5, 190, 196–9, 303, 306, 308, 311–12 local authority social services department case study 168–70 Locke, E.A 219, 223 logistic regression 79–81 Mabey, C 153, 155, 158, 160, 161 Machin, A 19, 20 Macklin, D 65, 67, 82, 84 Malaysia 52 management and leadership development (MLD) 153–4, 170–72 29/01/2013 15:57 326 Human resource management in the public sector case studies 163–70 changing demand for 154–8 organizational approaches 158–62 management decentralization 46 management qualifications 168–9 Marchington, M 27, 262 Martinez Lucio, M 236, 239, 242–3, 245–7 Maslach burnout inventory (MBI) 72 Maslach, C 72, 138 Maslow, A 218 Mastracci, S 132, 135–44, 146–7, 149 McGurk, P 154, 163, 169 McKinley, W 201–2, 206 Meier 181, 271, 273, 277–8, 280 merit-pay 309–11 Metcalfe, B 40, 42–3 Meyer, R 18, 28, 29, 31 Michalun, M 257, 258 Middle East 52–3, 54 Millard, B 19, 20 millennial employees 312–13 millennium development goals (MDGs) 39 Milner, E 155, 157 mind habits 144 Minnowbrook III conference 315, 317 Mintzberg, J 158, 161, 162–3 mission, organizational 227–8 MLD see management and leadership development (MLD) Mobley, W.H 216, 224 model employer concept 17, 21, 22, 23, 32 Mole, G 153, 158 monetary incentives 26 Morris, J 20, 196, 198, 199, 206 motivation 214–17, 228 job satisfaction and turnover 223–5 need theories 218–19 process theories 219–21 for public sector 221–3 types of 217–18 value for practitioners 225–8 motivation crowding theory 221 motivator-hygiene theory 218 Moynihan, D.P 177–8, 180–83, 186, 190, 216, 220 multi-national companies (MNCs) 37, 42–3, 51 M3074 - BURKE 978857937315 PRINT.indd 326 multivariate analysis of variance (MANOVA) 73–4, 76–9, 118–22 Mumford, A 153, 158 National Association of Schools of Public Affairs and Administration (NASPAA) 304–6, 315, 317 National Occupational Standards in Management and Leadership 156 nationalization 51–4, 55 need theories 217–19 Netherlands primary education study 270, 275–83 New People Management 22 New Public Management (NPM) 4–5, 21–3, 32–3 autonomy and performance 287–90 and decentralization 46, 308–9 historical review 198–201 impact of 259 policy components 258 New Zealand 200, 287 Newman, E 178, 180 Newman, J 155 Newman, M.A 132, 135–44, 146–7, 149 Nigeria 37–8 Nigro, L.G 190, 197, 272, 309 Noblet, A.J 91, 94–6, 103 NPM see New Public Management (NPM) occupational characteristics 186 O’Donoghue, P 92, 94, 104, 256, 262 Office of Personnel Management (OPM) 178, 184, 307 OLS regression analysis 188–9, 191, 280–82 operational consolidation 287, 299–300 Organisation for Economic Cooperation and Development (OECD) research findings employee status change 24 employment patterns 19 HRM values 32 leadership 156, 157 NPM movement 287, 289 performance systems 26 pressure to be model employer 23 29/01/2013 15:57 Index public investment in civil services public sector pensions 27 role of HR departments 29–30 union role in determining pay 25 organization size 186 organizational change 70, 239–42, 286–7, 298, 300 organizational factors of work stress 67–9 organizational performance study 270–71, 282–3 and HRM, theory 272–5 hypothesized expectations 274–5 results 280–82 sample and measures 275–80 Osborne, S.P 5, 155, 288 Osuna, W 177–8, 180–86, 188–9 other-focused emotion management 134 O’Toole, L.J., Jr 271, 273, 277, 278, 280 Paarlberg, L 226–8 Pallavicini-Campos, V 43–4 Pandey, S.K 178, 182, 220, 222–4, 274, 277 Park, K 182, 184–6 Parker, S.K 127, 219 part-time work 19, 204 participation 262–3, 273–4, 282–3 participatory decision-making (PDM) 92–3, 104 pay determination 25–6 peak performing public sector units study analyzing performances 290–94 benchmarking performances and identifying administrations 292–4 designing set of indicators 290–92 drivers 297–300 heterogeneity of performance 294–7 NPM, autonomy and performances 287–90 process of change 286–7, 298, 300 results 294–300 Pearson correlations 120–22 Pendleton Act 1883 308 pensions in economic downturns 204–5 M3074 - BURKE 978857937315 PRINT.indd 327 327 entitlement to 27 reform of 313–14 performance see employee performance; job performance; organizational performance study; peak performing public sector units study performance appraisal 26, 142, 147–8, 264, 310–11 performance-based approach 196, 199 see also New Public Management (NPM) performance management 26–7, 243–4, 247, 264–5 performance-related-pay (PRP) 26, 260 Perry, J.L 28, 217, 222, 228 person-environment fit 219–20 person-organization fit 226, 227–8 pervasive commitment 287, 297–8 Pew Research Centre 312, 314 Pfeffer, J 198, 206, 273 Pichault, F 22, 23, 25, 172 piggy in the middle position 106 Pinder, C.C 218, 219, 223 political decentralization 46 politics within trade unions 239–42 Pollitt, C 28, 177, 286, 288, 289 Porter, L.W 216, 217, 224 position-based system 26, 32 practitioners and motivation 225–8 primary care see clinical services and primary care private sector and public sector comparison dentistry 109–28 during economic hardship 202–5 government influence 2, 32 HRM 21, 24–8, 201 motivation 214, 215, 217 nationalization in Middle East 53–4 trade unions 245 workforce 19–20, 32 workplace stress 6, 63–7, 74–83, 85 privatized train operating company 163–5 process theories 219–21 professionalization 165–6, 168 Prowse, P and Prowse, J 18, 25, 26 PSOs see public service organizations (PSOs) 29/01/2013 15:57 328 Human resource management in the public sector psychological distress 72, 84–5, 98 psychological empowerment 263 psychosocial risk 65–8, 85 psychosocial safety climate (PSC) 68–9, 70, 79, 82–5 public HRM 43–4 public investment see investment public sector changing nature of 258–9 defining 257–8 importance of services investment in 3–4 lack of attention in literature scale of workforce-related challenges 4–6 see also private sector and public sector comparison; reforms in public sector public service motivation (PSM) 222–3, 226–8 public service organizations (PSOs) 153–72 Purcell, J 160, 255, 259, 260, 261 quit rates 178, 186–9, 191 race 19, 185 Rainey, H.G 215, 217–18, 222–4, 274, 277 Rechtsstaat approach 28–9 recruitment 148, 226, 311–13 Rees, C.J 42–3, 46, 47, 50, 53 Reform Act 1962 203 reforms in public sector current 4–5 demand for leadership 154–8 dental law 109–10 during economic downturns 197–202 European 23, 25 implications of 255 NPM-style 21–2, 258–61, 287–90 reform-driven challenges 308–14 regression hierarchical 113 logistic 79–81 OLS 188–9, 191, 280–82 retention 178, 179, 181, 224–5, 228, 313–14 retirement 149, 184–5, 204, 224, 313–14 M3074 - BURKE 978857937315 PRINT.indd 328 reward 72, 274–5, 277 rigidity approach 202 Ritz, A 222, 223 Roche, W.K 202–4 Roper, I 20, 21, 25, 243, 245 rule bound culture 196, 238 Safety, Rehabilitation and Compensation Act 2007 65 Salanova, M 73, 111 Schaufeli, W.B 68, 72, 73, 110–13, 118 Schwarzenegger, Arnold 205 Scott, P.G 64, 222, 274 Selden, S.C 30, 177–83, 185, 186, 190, 215, 217, 222, 272, 312 selection of employees 146, 148, 226 self-care plans 141–2 self-determination theory (SDT) 220 self-focused emotion management 134 Sheaffer, Z 206–7 Simon, H.A 186, 272 size of organization 186 Sloan, Alfred 215 Smith, L 65, 67, 84 social networking sites 313 social services department case study 168–70 social support 72, 103–5 clinical services and primary care 98–100 community services 100–101 Society for Human Resource Management (SHRM) 306 Soeters, J.L 44, 56 sovereign employer model 22, 32 Sowa, J.E 190, 309 Spain 237, 244 Spector, P 223–4 Spreitzer, G.M 206, 263 Stanton, P 257, 260, 261, 264 statistical analysis 73–8, 118–23 Stazyk, E.C 182–5, 190 Steers, R.M 216, 224 Storey, J 153, 155, 157, 158, 242 strategic HRM 21–2, 24, 27–31, 158–62 versus administrative role 27–8, 196, 198 pay determination 25 in PSOs 168–70, 171 trade unions 249 29/01/2013 15:57 Index stress see workplace stress stress claims 63, 66, 73–5, 79–85 Stuart, M 244, 246 supervision 99, 146–7 support and control 90–91, 96–7, 103–7 Tanzania 50 team meetings 99, 262 team working 100–101 technological advancement 311–13 Tessemam, M.T 44, 56 Thatcher, Margaret 200, 287, 288–9 Theorell, T 84, 93, 105 three hundred and sixty degree feedback 164 time-outs 143–4 trade unions 236–7 contribution of 247–9 in economic downturns 203–4 and HRM in public sector 242–7 industrial relations context 237–9 involvement in pay determination 25–6 membership 73, 238–9 and organizational change 239–42 union membership 19–20 traditional public sector models 21–2, 23, 31–3, 171, 197–8 administrative 27–9 compensation systems 309–10 method of employment 303–4 pensions 313–14 in PSOs 165–6, 168, 171 recruitment systems 311–12 trade unions 239–40, 243–4 train operating company case study 163–5 training in economic downturns 204 management 158, 163, 165 quotas 99 and supervision 146–7 transformational leadership 228 Truss, C 21, 28, 30, 31 turnover see employee turnover UK annual public sector pay bill budget cuts 17–18 M3074 - BURKE 978857937315 PRINT.indd 329 329 cost cutting strategies in economic downturns 199, 200 employee voice initiatives 262–3 employment patterns 18–20 heterogeneity of performance 294–6 MLD case studies 163–70 model employer heritage 22–3 NPM movement 287–9, 290 operational consolidation 299–300 pay determination 25–6 psychosocial risk factors study 67 standards in management and leadership 156, 160 strategic choice in employee relations 260 trade unions 244–6 unions see trade unions United Nations Development Programme (UNDP) 39, 157 Upchurch, M 197, 198 USA annual public sector pay bill cost cutting strategies 4, 206 employee empowerment 263 employment patterns 19–20 federal agency quit rates 178, 186–9, 191 and HPWS 259–60 and NPM 199, 206 pay determination 25 pension systems 205 public sector HRM education 303–17 public sector salaries 203 sovereign employer heritage 22 trade unions 245 workplace stress studies 66, 81, 93 Utrecht work engagement scale 73 Van den Broeck, H 124, 217, 221–2 Vandenabeele, W 215, 218, 221, 222–3, 224, 228 Virtanen, P 201–3 wage freezes Waldner, C 222, 223 Weberian bureaucratic model 21, 23, 29 West, M 92, 104, 260, 261 Wilkinson, A 27, 262 29/01/2013 15:57 330 Human resource management in the public sector Willis, E 255, 257 withdrawal behavior 216, 224, 225 women in public sector 19, 54, 57, 185, 189, 241 Wood, S 260, 273 work engagement definition 110 as motivational outcome 73 relation to job performance 110–11, 127–8 work engagement study discussion 123–5 hypotheses 114–15 interventions 125–7 JD-R model 111–14 method 115–18 results 119–23 work-family conflict 71, 125 workforce-related challenges cost cutting strategies M3074 - BURKE 978857937315 PRINT.indd 330 demographic shifts 5–6 increasing demand for services job stress ongoing reforms 4–5 workforce, shrinking 5–6 Workforce Strategy 24 workplace stress Australian studies 63–85, 90–107 in dentistry 109–28 impact of 137–40 organizational factors and leading indicators of 67–9 strategies for 140–45 workshops 169–70 World Bank 39–40, 46, 47–9, 51 ‘Wow Factor’ course 163–4 Wright, B.E 219, 222–3, 224 Xanthopoulou, D 111 29/01/2013 15:57 M3074 - BURKE 978857937315 PRINT.indd 331 29/01/2013 15:58 M3074 - BURKE 978857937315 PRINT.indd 332 29/01/2013 15:58 M3074 - BURKE 978857937315 PRINT.indd 333 29/01/2013 15:58 M3074 - BURKE 978857937315 PRINT.indd 334 29/01/2013 15:58 M3074 - BURKE 978857937315 PRINT.indd 335 29/01/2013 15:58 M3074 - BURKE 978857937315 PRINT.indd 336 29/01/2013 15:58 M3074 - BURKE 978857937315 PRINT.indd 337 29/01/2013 15:58 M3074 - BURKE 978857937315 PRINT.indd 338 29/01/2013 15:58 ... resource management in the public sector Catherine Truss Human resource management in the public sector in developing countries Christopher J Rees PART II vii viii ix xi 17 37 ASSESSING AND ADDRESSING... PRINT.indd 29/01/2013 15:57 The importance of HRM in the public sector employees; (III) Human resource challenges in the public sector; and (IV) Human resource management practices and public sector. .. There are four main reasons for focusing on HRM in the public sector These include: (1) the lack of attention given to the public sector context in the HRM literature; (2) the importance of public