Building Loyalty Among Public Employees: The Impact of High-Performance Work Practices
Stefano Assanti & David Giauque
What the paper says
This study investigates the impact of High-Performance Work Practices (HPWPs) on public employees’ organizational affective commitment and turnover intentions, focusing on the mediating role of HR attributions. Drawing on the Ability-Motivation-Opportunity (AMO) framework and attribution theory, the research adopts a mixed-method design combining Partial Least Squares Structural Equation Modeling (PLS-SEM) and Qualitative Comparative Analysis (QCA). Based on data collected from a mid-sized Swiss municipality, the findings reveal that HPWPs foster employee loyalty both directly and indirectly, especially when these practices are perceived as supporting employee well-being and aligned with public service values. The study contributes to the strategic HRM literature by validating the relevance of core theoretical frameworks in a public administration context and demonstrating the added value of a configurational perspective. It also provides actionable insights for HR professionals seeking to design integrated HRM systems that enhance commitment and reduce turnover in the public sector.
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.50 × 0.4 = 0.20 |
| M · momentum | 0.50 × 0.15 = 0.07 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.