HRM practices in the public service: a measurement model
Purpose – Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations. Design/methodology/approach – Experts and semanti...
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| Format: | Article |
| Language: | English |
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Emerald Publishing
2024-04-01
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| Series: | RAUSP Management Journal |
| Subjects: | |
| Online Access: | https://www.emerald.com/insight/content/doi/10.1108/RAUSP-01-2023-0005/full/pdf |
| _version_ | 1797201696750829568 |
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| author | Gisela Demo Ana Carolina Rezende Costa Karla Veloso Coura |
| author_facet | Gisela Demo Ana Carolina Rezende Costa Karla Veloso Coura |
| author_sort | Gisela Demo |
| collection | DOAJ |
| description | Purpose – Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations. Design/methodology/approach – Experts and semantic analysis were performed for the scale development (qualitative stage), and exploratory and confirmatory factor analysis through structural equation modeling was conducted for the scale validation (quantitative stage). Findings – The public HRM practices scale (public HRMPS) is composed of 19 items, distributed along four factors/dimensions, named training, development and education; relationship; work conditions; and competency and performance appraisal. The scale showed evidence of internal and construct validity (convergent, divergent, criterion-related and discriminant), as well as reliability and content validity. Research limitations/implications – The public HRMPS can be applied in relational studies to test structural models of prediction, mediation and moderation to evaluate relationships with organizational behavior variables, such as leader-members exchange, engagement at work, life quality at work and well-being at work, among others. Practical implications – The public HRMPS may also serve as a useful diagnostic tool for the decision-making process made by public managers so they can promote a strategic, evidence-based HRM. Furthermore, the transforming role of strategic HRM can be operationalized by adopting practices gathered in the public HRMPS, advancing toward new HRM strategies to promote healthier and more productive work environments. Social implications – Healthier and more productive environments translate into real impacts for society, the first beneficiary of public services with more quality, efficiency and accountability. Originality/value – The public HRMPS is the first attempt to produce an operationally valid and reliable measure to evaluate strategic HRM practices, responding to calls in the literature concerning the need for an integrated, comprehensive and customized HRM practices scale for the public service context. |
| first_indexed | 2024-04-24T07:51:39Z |
| format | Article |
| id | doaj.art-e5f4ace7c4da40bdacdcf3a2196fb2b4 |
| institution | Directory Open Access Journal |
| issn | 2531-0488 |
| language | English |
| last_indexed | 2024-04-24T07:51:39Z |
| publishDate | 2024-04-01 |
| publisher | Emerald Publishing |
| record_format | Article |
| series | RAUSP Management Journal |
| spelling | doaj.art-e5f4ace7c4da40bdacdcf3a2196fb2b42024-04-18T12:47:08ZengEmerald PublishingRAUSP Management Journal2531-04882024-04-01591506610.1108/RAUSP-01-2023-0005HRM practices in the public service: a measurement modelGisela Demo0Ana Carolina Rezende Costa1Karla Veloso Coura2Graduate Program in Management – PPGA, University of Brasilia – UnB, Brasilia, BrazilDepartment of Planning, Budget, and Institutional Assessment – DPO, University of Brasilia, Brasilia, BrazilGraduate Program in Management – PPGA, University of Brasilia – UnB, Brasilia, Brazil and Center for Applied Social Sciences – CCSA, State University of Montes Claros – UNIMONTES, Montes Claros, BrazilPurpose – Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations. Design/methodology/approach – Experts and semantic analysis were performed for the scale development (qualitative stage), and exploratory and confirmatory factor analysis through structural equation modeling was conducted for the scale validation (quantitative stage). Findings – The public HRM practices scale (public HRMPS) is composed of 19 items, distributed along four factors/dimensions, named training, development and education; relationship; work conditions; and competency and performance appraisal. The scale showed evidence of internal and construct validity (convergent, divergent, criterion-related and discriminant), as well as reliability and content validity. Research limitations/implications – The public HRMPS can be applied in relational studies to test structural models of prediction, mediation and moderation to evaluate relationships with organizational behavior variables, such as leader-members exchange, engagement at work, life quality at work and well-being at work, among others. Practical implications – The public HRMPS may also serve as a useful diagnostic tool for the decision-making process made by public managers so they can promote a strategic, evidence-based HRM. Furthermore, the transforming role of strategic HRM can be operationalized by adopting practices gathered in the public HRMPS, advancing toward new HRM strategies to promote healthier and more productive work environments. Social implications – Healthier and more productive environments translate into real impacts for society, the first beneficiary of public services with more quality, efficiency and accountability. Originality/value – The public HRMPS is the first attempt to produce an operationally valid and reliable measure to evaluate strategic HRM practices, responding to calls in the literature concerning the need for an integrated, comprehensive and customized HRM practices scale for the public service context.https://www.emerald.com/insight/content/doi/10.1108/RAUSP-01-2023-0005/full/pdfHRM practicesMeasurement modelPublic organizations |
| spellingShingle | Gisela Demo Ana Carolina Rezende Costa Karla Veloso Coura HRM practices in the public service: a measurement model RAUSP Management Journal HRM practices Measurement model Public organizations |
| title | HRM practices in the public service: a measurement model |
| title_full | HRM practices in the public service: a measurement model |
| title_fullStr | HRM practices in the public service: a measurement model |
| title_full_unstemmed | HRM practices in the public service: a measurement model |
| title_short | HRM practices in the public service: a measurement model |
| title_sort | hrm practices in the public service a measurement model |
| topic | HRM practices Measurement model Public organizations |
| url | https://www.emerald.com/insight/content/doi/10.1108/RAUSP-01-2023-0005/full/pdf |
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