HRM and performance in the public sector : the role of line managers and employee perception in HRM implementation

Student thesis: Doctoral Thesis

Abstract

The New Public Management (NPM) movement emphasises performance, efficiency and effectiveness based on the principle that public organisations perform better when private sector management practices are implemented. The adoption of the NPM model in the public sector has led to the application of a more strategic approach to managing the workforce. There has been growing research on the positive impact of HRM on performance in the public sector. However, the majority of public sector HRM performance research focuses on HRM practices as a mechanism for improving performance. Little is known about the implementation of HRM practices and employees’ perception of them. This thesis aims to fill this gap by focusing on the role of line managers in HRM implementation and employee perceptions of HRM systems of practices in the Malaysian public sector. In a multilevel study of 86 line managers and 453 employees obtained from various working units of two Malaysian public sector organisations, this study tested hypotheses about the relationships between line managers’ ability, motivation and opportunity to implement HRM practices, employee perceptions of HRM, and perceived effectiveness of HRM implementation and unit performance. The moderating effects of employee perception of the HRM system, examining the dimensions of distinctiveness, consistency and consensus around HRM practices, was also examined. The study contributes to a better understanding of the implementation of strategic HRM in the public sector specifically on the importance of line manager ability, motivation and opportunity and the applicability of NPM in a non-western cultural context.
Date of Award28 Jul 2020
Original languageEnglish
Awarding Institution
  • University Of Strathclyde
SupervisorDora Scholarios (Supervisor) & Ian Cunningham (Supervisor)

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