Do "innovative" Human Resource Management practices lead to enhanced performance in public organisations?

This paper examines the relationship between human resource (HR) practices, trust, job satisfaction, commitment, motivation, organisational citizenship behaviour and perceived organisational performance, namely respondents' perceptions of service quality, value for money and service effectiveness. The results of the survey provide support for the universality of ''innovative'' HR practices, in that linear relationships were reported for all individual outcome measures. Further, the relationships between the outcome measures and organisational performance were in the hypothesised direction, with the exception of organisational citizenship behaviour. The implications of these results are discussed in the concluding section of this paper