Managers' motives for investing in HR practices and their implications for public service motivation A theoretical perspective

Purpose - The purpose of this paper is to explain how approaches to human resource management may contribute to the development of public service motivation (PSM). Three different approaches to managing people are outlined, namely, the high performance, high commitment and high involvement. Relevant theories are then used to predict the outcomes and relevance of the different approaches when promoting PSM in public sector organisations. Design/methodology/approach - This is a theoretical paper. Findings - This paper provides the first theoretical explanations for the relationships between human resource (HR) practices and PSM in public sector organisations. Originality/value - This paper explains how the same HR practices may have different employee outcomes depending on managers' motivations for implementing them.