Managing for Public Service Performance How People and Values Make a Difference

Peter Leisink, Professor Emeritus of Public Administration and Organization Science, Utrecht University,Lotte B. Andersen, Professor, Aarhus University,Gene A. Brewer, Professor of Public Administration and Policy, The University of Georgia,Christian B. Jacobsen, Associate Professor, Aarhus University,Eva Knies, Professor of Strategic Human Resource Management, Utrecht University,Wouter Vandenabeele, Associate Professor, Utrecht University

Peter Leisink is Professor Emeritus of Public Administration and Organization Science at the Utrecht University School of Governance, the Netherlands.


Lotte B. Andersen is a professor at the Department of Political Science at Aarhus University, Denmark, and Center Director of the Crown Prince Frederik Center for Public Leadership.


Gene A. Brewer is Professor of Public Administration and Policy at The University of Georgia School of Public and International Affairs, USA.


Christian B. Jacobsen is an associate professor at the Department of Political Science, Aarhus University, Denmark.


Eva Knies is Professor of Strategic Human Resource Management at the Utrecht University School of Governance, the Netherlands.


Wouter Vandenabeele is an associate professor at Utrecht University School of Governance, the Netherlands, and a visiting professor at KU Leuven University, Belgium.

1. Introduction: Managing for Public Service Performance: How People and Values Make a Difference, Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele
Part I. Key concepts and the public sector context
2. Stakeholders, Public Value(s), and Public Service Performance Research, Lotte B. Andersen, Gene A. Brewer, and Peter Leisink
3. People Management: Integrating Insights from Strategic Human Resource Management and Leadership, Christian B. Jacobsen and Eva Knies
4. An Institutional Perspective on Public Services: Managing Publicness, Identities, and Behavior, Nina Van Loon and Wouter Vandenabeele
Part II. Public Management and Public Service Performance
5. Public Managers' Contribution to Public Service Performance, Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen
6. Managers as Insiders or Outsiders to Public Organizations: Publicness Fit, Leadership, and Organizational Performance, Oliver James, Ayako Nakamura, and Nicolai Petrovsky
7. Antecedents of Managers' People Management: Using the AMO Model to Explain Differences in HRM Implementation and Leadership, Eva Knies, Sophie Op de Beeck, and Annie Hondeghem
8. How Can Public Managers Use Performance Management for Improvement without Demotivating Employees?, Poul A. Nielsen and Caroline H. Gr?n
9. Linking HRM Systems with Public Sector Employees' Performance: The Way Forward, Julian S. Gould-Williams and Ahmed M. S. Mostafa
10. Managing a Diverse Workforce, Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz
11. Leading Change in a Complex Public Sector Environment, Anne Mette Kjeldsen and Joris Van der Voet
Part III. Public Management, Job Performance, and Employee Outcomes
12. Public Sector Employee Well-Being: Examining Its Determinants Using the JD-R and P-E Fit Models, Bram Steijn and David Giauque
13. Value Conflicts in Public Organizations: Implications and Remedies, Ulrich T. Jensen, Carina Schott, and Trui Steen
14. Public Service Motivation and Individual Job Performance, Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel
15. Managing Employees' Employability: Employer and Employee Perspectives, Jasmijn Van Harten and Brenda Vermeeren
16. Conclusion: Directions for Future Research and Practice, Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele