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Public Personnel Policies and HRM: Developments Within the Field and in the (Long History) of the EGPA Study Group on Public Personnel Policy

Permanent Study Group 3: Public Personnel Policies
  • Lotte Bøgh AndersenEmail author
  • Peter Leisink
  • Wouter Vandenabeele
Chapter
Part of the Governance and Public Management book series (GPM)

Abstract

The field of Public Personnel Policies and HRM analyses how active leadership and HRM strategies can motivate employees and ultimately improve in public organizations in diverse contexts. Key changes have been the relative emphasis on performance versus motivation in itself and the methods used in scientific investigations. A key message is that the methodological pluralism has increased significantly over time. It is a field with high impact on policy makers and institutions through publications and public talks. In addition to discussing these issues, the chapter begins to answer the following question: What will characterize public personnel policy research and practice in 40 years from now?

References

  1. Wright, P., & Nishii, L. (2013). Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis. In D. Guest, J. Paauwe, & P. Wright (Eds.), HRM and Performance: Building the Evidence Base (pp. 97–110). San Francisco, CA: Wiley.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Lotte Bøgh Andersen
    • 1
    Email author
  • Peter Leisink
    • 2
  • Wouter Vandenabeele
    • 3
    • 2
  1. 1.Aarhus UniversityAarhusDenmark
  2. 2.Utrecht UniversityUtrechtThe Netherlands
  3. 3.Public Governance Institute, KU LeuvenLeuvenBelgium

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