Article
Participative Practices and In-Role Performance in the Korean Local Government: Focusing on an Individual’s Perceptions of Human Resource Development Practices
Taejun Cho1, Sue R. Faerman2, Sujae Yoon3
Author Information & Copyright ▼
1Taejun Cho is an assistant professor in the Department of Public Administration at the Sangmyung University in Seoul. His research focuses on the integration of managerial and motivational approaches in management processes. E-mail:
taejunc@smu.ac.kr.
2Sue R. Faerman is a distinguished teaching professor in the Department of Public Administration and Policy and vice provost for Undergraduate Education at the University at Albany, State University of New York. Her research focuses on the paradoxical elements of managerial and organizational performance, and is also interested in issues associated with women and leadership. E-mail:
sfaerman@albany.edu.
3Sujae Yoon is a research fellow in the Department of Governance and Public Finance at the Korea Institute of Public Administration in Seoul. His research focuses on policy analysis & evaluation, performance management, and official development assistance programs. E-mail:
sjyoon@kipa.re.kr.
© Copyright 2012 Graduate School of Public Administration, Seoul National University. This is an Open-Access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (http://creativecommons.org/licenses/by-nc/4.0/) which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.
Received: May 23, 2012; Revised: Jun 26, 2012; Revised: Aug 13, 2012; Accepted: Aug 16, 2012
Published Online: Aug 31, 2012
Abstract
Considering inconsistent results in the extant literature regarding whether participative practices improve performance, we focused on the mediating roles of an individual’s perception of human resource development practices, including training and career development, on the relationship between the two constructs. We began by examining the validity of the constructs under the study. Next, using structural equation modeling, we found that an individual’s perception of career development fully mediates the relationships between the two participative practices, including participation and empowerment, and in-role performance. In addition, the findings indicated that individuals’ perception of training fully mediates the relationship between empowerment and performance, but failed to play a mediating role on the relationship between participation and performance.
Keywords: participative practices; human resource development practices; inrole performance
