Managing for Public Service Performance

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: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Introduction: Managing for Public Service Performance: How People and Values Make a DifferencePart I. Key concepts and the public sector context2: Lotte B. Andersen, Gene A. Brewer, and Peter Leisink: Stakeholders, Public Value(s), and Public Service Performance Research3: Christian B. Jacobsen and Eva Knies: People Management: Integrating Insights from Strategic Human Resource Management and Leadership4: Nina Van Loon and Wouter Vandenabeele: An Institutional Perspective on Public Services: Managing Publicness, Identities, and BehaviorPart II. Public Management and Public Service Performance5: Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen: Public Managers' Contribution to Public Service Performance6: Oliver James, Ayako Nakamura, and Nicolai Petrovsky: Managers as Insiders or Outsiders to Public Organizations: Publicness Fit, Leadership, and Organizational Performance7: Eva Knies, Sophie Op de Beeck, and Annie Hondeghem: Antecedents of Managers' People Management: Using the AMO Model to Explain Differences in HRM Implementation and Leadership8: Poul A. Nielsen and Caroline H. Grøn: How Can Public Managers Use Performance Management for Improvement without Demotivating Employees?9: Julian S. Gould-Williams and Ahmed M. S. Mostafa: Linking HRM Systems with Public Sector Employees' Performance: The Way Forward10: Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz: Managing a Diverse Workforce11: Anne Mette Kjeldsen and Joris Van der Voet: Leading Change in a Complex Public Sector EnvironmentPart III. Public Management, Job Performance, and Employee Outcomes12: Bram Steijn and David Giauque: Public Sector Employee Well-Being: Examining Its Determinants Using the JD-R and P-E Fit Models13: Ulrich T. Jensen, Carina Schott, and Trui Steen: Value Conflicts in Public Organizations: Implications and Remedies14: Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel: Public Service Motivation and Individual Job Performance15: Jasmijn Van Harten and Brenda Vermeeren: Managing Employees' Employability: Employer and Employee Perspectives16: Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele: Conclusion: Directions for Future Research and Practice