How employees perceive HRM practices: Differences between public and private organizations

Ana Veloso, Shay Tzafrir, Guy Enosh

Research output: Chapter in Book/Report/Conference proceedingChapter


In recent years, there is a general consensus regarding the importance of Human Resource Management (HRM) practices for the success or failure of organizations (Kehoe & Wright, 2013). The contextual theory (Johns, 2006) argues that the contexts in which human activity take place-nations, organizations, industries, and professions-are crucial, and have an impact on the nature of that activity. In such cases, omnibus and discrete context can have an impact (Johns, 2006), and workers might experience the same process differently in different contexts. Implementing HRM best practices without taking into consideration various contexts (Jackson & Schuler, 1995), may produce different and sometimes conflicting perspectives from those expected (Nishii, Lepak & Schneider, 2008). Our objective is to determine if there are any differences in how employees perceive HRM in public and private organizations, and to characterize the nature of those differences if they exist.

Original languageEnglish
Title of host publicationHuman Resource Management Challenges and Changes
EditorsCarolina Machado, J. Paulo Davim
Place of PublicationNew York
PublisherNova Science Publishers, Inc.
Number of pages18
ISBN (Electronic)9781634637657
ISBN (Print)9781634637442
StatePublished - 1 Jan 2015

Publication series

NameBusiness, Management and Technology
PublisherNova Science Publishers

Bibliographical note

Publisher Copyright:
© 2015 Nova Science Publishers, Inc.


  • Case studies
  • Context
  • Employee perceptions
  • Human resource management
  • Private and public organizations

ASJC Scopus subject areas

  • General Business, Management and Accounting


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