An employee perspective of human resource development practices in the public sector: the role of organizational and supervisor support

Abstract

This article adopts an employee-level perspective which is currently lacking in the public sector literature and responds to the call for additional research concerning factors that affect public employees’ job attitudes and work behaviors. Based on a survey of civil servants, this study explored the antecedents and outcomes of perceived investment in employee development (PIED). Our research demonstrates the significant role of organizational support (POS) on employees’ perceptions of development. Furthermore, supervisor support (PSS) mediated the relationship between POS and PIED. This finding sheds light on the role of supervisors as agents who represent or personify the organization. Also, consistent with the JD-R model and the social exchange theory, we indicated that public employees within a workplace that provides substantial training and developmental incentives, are more likely to report greater levels of organizational commitment and organizational citizenship behavior (OCB). PIED was found to act as an important mediator between the relationships of POS and employees’ outcomes and PSS and employees’ outcomes.