Chapter 28 HRM in the public sector: taking stock and looking ahead
Restricted access

In this concluding chapter, we take stock of research on HRM in the public sector based on the various chapters in this Research Handbook. We use our conceptual model to structure the discussion. The chapters convincingly show how the public context shapes the various elements of the HRM value chain. Both the institutional context itself, as well as the many stakeholders involved, make HRM in public organizations distinct. The chapter concludes with identifying the main challenges for HRM and public administration researchers and HRM practitioners in the public sector. The former are encouraged to engage in stronger theorizing and conceptualization, as well as in more, and more rigorous, empirical work. The latter are encouraged to use the insights presented in this book to address the major challenges facing public organizations.

You are not authenticated to view the full text of this chapter or article.

Access options

Get access to the full article by using one of the access options below.

Other access options

Redeem Token

Institutional Login

Log in with Open Athens, Shibboleth, or your institutional credentials

Login via Institutional Access

Personal login

Log in with your Elgar Online account

Login with you Elgar account
Editors: Bram Steijn and Eva Knies
Handbook