Affective commitment within the public sector: antecedents and performance outcomes between ownership types |
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| Authors: | Ian R. Hodgkinson Paul Hughes Zoe Radnor Russ Glennon |
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| Affiliation: | 1. School of Business and Economics, Loughborough University, Loughborough, UK;2. Leicester Castle Business School, De Montfort University, Leicester, UK;3. School of Business, University of Leicester, Leicester, UK;4. Nottingham Business School, Nottingham Trent University, Nottingham, UK |
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| Abstract: | How to generate affective commitment and realize its performance potential is deemed critical to public management. But in the context of service outsourcing, does ownership type influence its antecedents and performance outcomes? Drawing on postal survey data for English leisure providers, we find training is an antecedent across public and private ownership types; performance appraisal is an antecedent for private ownership only; while performance-related pay carries an insignificant effect. Affective commitment holds business and customer performance outcomes for public ownership, but insignificant effects are observed for external ownership types. Implications of this contextual variation for public management theory are discussed. |
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| Keywords: | Affective commitment antecedents outcomes ownership type training performance appraisal performance-related pay performance performance management |
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