Julian Gould‐Williams
Datos Biográficos
| ID | 5812783 |
|---|---|
| NOMBRE | Julian Gould‐Williams |
| NOMBRES | Julian |
| APELLIDO | Gould‐Williams |
| FIRMA | WILLIAMS J G |
| AFILIACIONES | Cardiff University |
| VERIFICADO | No |
| TOTAL DE OBRAS | 13 |
| TOTAL DE CITAS | 124 |
| TOTAL COMO AUTOR | 13 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1999 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2015 |
| ÍNDICE H | 6 |
High‐Performance Human Resource Practices and Employee Outcomes
This article responds to recent calls for research examining the mechanisms through which high‐performance human resource practices ( HPHRPs ) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample o…
Public Service Motivation and Employee Outcomes in the Egyptian Public Sector
This article examines a process, namely person-organization (P-O) fit, through which public service motivation (PSM) affects work-related stress, quit intentions, and organizational citizenship behaviors (OCBs). Using a sample of 671 professionals in the Egyptian higher education and health sectors, a mediation model is outlined and tested empirically using structural equation modeling. Our results show that PSM positively affected P-O fit, which…
How "Collective" Is Union Citizenship Behavior? Assessing Individual and Coworker Antecedents
Contributing to an emerging literature on solidarity or group-norm effects on union participation, the authors examine the extent to which union citizenship behavior (UCB) can be characterized as a collective phenomenon. Findings from studies of UK local government workers and teachers suggest that, for organization-focused behaviors, it is meaningful to think of collective or group-level UCB. Furthermore, group-level UCB had a significant positi…
Civic Duty and Employee Outcomes
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…
Unlocking the black box
With a growing body of literature linking systems of high-performance work practices to organizational performance outcomes, recent research has pushed for examinations of the underlying mechanisms that enable this connection. In this study, based on a large sample of Welsh public-sector employees, we explored the role of several individual-level attitudinal factors--job satisfaction, organizational commitment, and psychological empowerment--as w…
Public and Private Sector Managers Over 20 Years
This paper sets out to test the ‘convergence thesis’ in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institu…
Using social exchange theory to predict the effects of hrm practice on employee outcomes
This article empirically tests the effects of exchange relationships between managers and public sector employees working in seven local government departments. Social exchange theory is used as a framework for predicting three outcomes of Human Resource Management (HRM) practice: employee commitment, employee motivation and desire to remain with the organization. The statistical models were found to predict 58 percent of the variation in employe…
Problems of Rational Planning in Public Organizations
Rational planning is widely regarded as difficult because of the technical problems of obtaining and interpreting relevant data and the political problems of rivalry between planners and service deliverers. Provided here is the first empirical test of these traditional hypotheses on the problems of rational planning in public agencies. The context of the empirical analysis is a recent attempt by UK local authorities to introduce a new planning sy…
Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model
This article presents the first empirical test of Wildavsky's model of self‐evaluation by public organizations. We elucidate Wildavsky's arguments and identify six variables that have theoretical effects on self‐evaluation. A statistical model that incorporates these variables explains 46 percent of the variation in self‐evaluation. The evidence suggests that self‐evaluation is positively related to leadership support and employee involvement, an…
The Effects of ‘High Commitment’ HRM Practices on Employee Attitude
Although there is a growing body of evidence demonstrating positive effects of ‘high commitment’ HRM practices on organizational performance, there is less evidence evaluating their effects on individual workers, especially within the public sector. Therefore the implications of applying ‘high commitment’ practices in the public sector needs to be considered. This paper seeks to address this gap by reporting the results of a staff survey and foll…
Plans, performance information and accountability
The current UK government emphasizes the importance of mechanisms of accountability that involve the planning and public reporting of performance. One example of this is the Best Value performance plan. However, there has been little evaluation of the quality of the information provided in this type of document. This paper draws on literature on stakeholding and user needs to identify the data required for accountability. It then assesses whether…
The Impact of Best Value on Local Authority Performance
This article provides the first empirical evidence on the impact of Best Value processes on local service quality, costs, efficiency and accountability. Views were obtained from a wide range of personnel involved in the pilot programme in Wales by means of a postal questionnaire and interviews. The evidence shows that so far Best Value has had a positive impact on quality and accountability but little impact on service costs. Perceptions of the i…
Best value in Welsh local government
The development and distinctive characteristics of Best Value in Wales are analysed on the basis of an extensive set of interviews with elected members and officers in all of the Welsh pilot authorities. The close relationship between the Welsh Office and the Welsh Local Government Association has shaped the Best Value regime. These organisations have steered the formulation of the policy, and have drivem its implementation at a faster pace than …
Public Service Motivation and Employee Outcomes in the Egyptian Public Sector
This article examines a process, namely person-organization (P-O) fit, through which public service motivation (PSM) affects work-related stress, quit intentions, and organizational citizenship behaviors (OCBs). Using a sample of 671 professionals in the Egyptian higher education and health sectors, a mediation model is outlined and tested empirically using structural equation modeling. Our results show that PSM positively affected P-O fit, which…
Plans, performance information and accountability
The current UK government emphasizes the importance of mechanisms of accountability that involve the planning and public reporting of performance. One example of this is the Best Value performance plan. However, there has been little evaluation of the quality of the information provided in this type of document. This paper draws on literature on stakeholding and user needs to identify the data required for accountability. It then assesses whether…
The Effects of ‘High Commitment’ HRM Practices on Employee Attitude
Although there is a growing body of evidence demonstrating positive effects of ‘high commitment’ HRM practices on organizational performance, there is less evidence evaluating their effects on individual workers, especially within the public sector. Therefore the implications of applying ‘high commitment’ practices in the public sector needs to be considered. This paper seeks to address this gap by reporting the results of a staff survey and foll…
High‐Performance Human Resource Practices and Employee Outcomes
This article responds to recent calls for research examining the mechanisms through which high‐performance human resource practices ( HPHRPs ) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample o…
Civic Duty and Employee Outcomes
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…
Public and Private Sector Managers Over 20 Years
This paper sets out to test the ‘convergence thesis’ in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institu…
Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model
This article presents the first empirical test of Wildavsky's model of self‐evaluation by public organizations. We elucidate Wildavsky's arguments and identify six variables that have theoretical effects on self‐evaluation. A statistical model that incorporates these variables explains 46 percent of the variation in self‐evaluation. The evidence suggests that self‐evaluation is positively related to leadership support and employee involvement, an…
Best value in Welsh local government
The development and distinctive characteristics of Best Value in Wales are analysed on the basis of an extensive set of interviews with elected members and officers in all of the Welsh pilot authorities. The close relationship between the Welsh Office and the Welsh Local Government Association has shaped the Best Value regime. These organisations have steered the formulation of the policy, and have drivem its implementation at a faster pace than …
Problems of Rational Planning in Public Organizations
Rational planning is widely regarded as difficult because of the technical problems of obtaining and interpreting relevant data and the political problems of rivalry between planners and service deliverers. Provided here is the first empirical test of these traditional hypotheses on the problems of rational planning in public agencies. The context of the empirical analysis is a recent attempt by UK local authorities to introduce a new planning sy…
The Impact of Best Value on Local Authority Performance
This article provides the first empirical evidence on the impact of Best Value processes on local service quality, costs, efficiency and accountability. Views were obtained from a wide range of personnel involved in the pilot programme in Wales by means of a postal questionnaire and interviews. The evidence shows that so far Best Value has had a positive impact on quality and accountability but little impact on service costs. Perceptions of the i…
How "Collective" Is Union Citizenship Behavior? Assessing Individual and Coworker Antecedents
Contributing to an emerging literature on solidarity or group-norm effects on union participation, the authors examine the extent to which union citizenship behavior (UCB) can be characterized as a collective phenomenon. Findings from studies of UK local government workers and teachers suggest that, for organization-focused behaviors, it is meaningful to think of collective or group-level UCB. Furthermore, group-level UCB had a significant positi…
Best value in Welsh local government
The development and distinctive characteristics of Best Value in Wales are analysed on the basis of an extensive set of interviews with elected members and officers in all of the Welsh pilot authorities. The close relationship between the Welsh Office and the Welsh Local Government Association has shaped the Best Value regime. These organisations have steered the formulation of the policy, and have drivem its implementation at a faster pace than …
The Impact of Best Value on Local Authority Performance
This article provides the first empirical evidence on the impact of Best Value processes on local service quality, costs, efficiency and accountability. Views were obtained from a wide range of personnel involved in the pilot programme in Wales by means of a postal questionnaire and interviews. The evidence shows that so far Best Value has had a positive impact on quality and accountability but little impact on service costs. Perceptions of the i…
Plans, performance information and accountability
The current UK government emphasizes the importance of mechanisms of accountability that involve the planning and public reporting of performance. One example of this is the Best Value performance plan. However, there has been little evaluation of the quality of the information provided in this type of document. This paper draws on literature on stakeholding and user needs to identify the data required for accountability. It then assesses whether…
Problems of Rational Planning in Public Organizations
Rational planning is widely regarded as difficult because of the technical problems of obtaining and interpreting relevant data and the political problems of rivalry between planners and service deliverers. Provided here is the first empirical test of these traditional hypotheses on the problems of rational planning in public agencies. The context of the empirical analysis is a recent attempt by UK local authorities to introduce a new planning sy…
Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model
This article presents the first empirical test of Wildavsky's model of self‐evaluation by public organizations. We elucidate Wildavsky's arguments and identify six variables that have theoretical effects on self‐evaluation. A statistical model that incorporates these variables explains 46 percent of the variation in self‐evaluation. The evidence suggests that self‐evaluation is positively related to leadership support and employee involvement, an…
The Effects of ‘High Commitment’ HRM Practices on Employee Attitude
Although there is a growing body of evidence demonstrating positive effects of ‘high commitment’ HRM practices on organizational performance, there is less evidence evaluating their effects on individual workers, especially within the public sector. Therefore the implications of applying ‘high commitment’ practices in the public sector needs to be considered. This paper seeks to address this gap by reporting the results of a staff survey and foll…
Using social exchange theory to predict the effects of hrm practice on employee outcomes
This article empirically tests the effects of exchange relationships between managers and public sector employees working in seven local government departments. Social exchange theory is used as a framework for predicting three outcomes of Human Resource Management (HRM) practice: employee commitment, employee motivation and desire to remain with the organization. The statistical models were found to predict 58 percent of the variation in employe…
Public and Private Sector Managers Over 20 Years
This paper sets out to test the ‘convergence thesis’ in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institu…
Unlocking the black box
With a growing body of literature linking systems of high-performance work practices to organizational performance outcomes, recent research has pushed for examinations of the underlying mechanisms that enable this connection. In this study, based on a large sample of Welsh public-sector employees, we explored the role of several individual-level attitudinal factors--job satisfaction, organizational commitment, and psychological empowerment--as w…
Civic Duty and Employee Outcomes
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…
How "Collective" Is Union Citizenship Behavior? Assessing Individual and Coworker Antecedents
Contributing to an emerging literature on solidarity or group-norm effects on union participation, the authors examine the extent to which union citizenship behavior (UCB) can be characterized as a collective phenomenon. Findings from studies of UK local government workers and teachers suggest that, for organization-focused behaviors, it is meaningful to think of collective or group-level UCB. Furthermore, group-level UCB had a significant positi…
High‐Performance Human Resource Practices and Employee Outcomes
This article responds to recent calls for research examining the mechanisms through which high‐performance human resource practices ( HPHRPs ) affect employee outcomes. Using the theoretical lens of social exchange and process theories, the authors examine one such mechanism, public service motivation, through which HPHRPs influence employees’ affective commitment and organizational citizenship behaviors in public sector organizations. A sample o…
Public Service Motivation and Employee Outcomes in the Egyptian Public Sector
This article examines a process, namely person-organization (P-O) fit, through which public service motivation (PSM) affects work-related stress, quit intentions, and organizational citizenship behaviors (OCBs). Using a sample of 671 professionals in the Egyptian higher education and health sectors, a mediation model is outlined and tested empirically using structural equation modeling. Our results show that PSM positively affected P-O fit, which…
Business (11 obras) · Political science (11 obras) · Public Policy and Administration Research (10 obras) · Public relations (9 obras) · Psychology (8 obras) · Marketing (7 obras) · Economics (6 obras) · Job Satisfaction and Organizational Behavior (6 obras) · Organizational commitment (6 obras) · Social Psychology (6 obras)