Examining and testing the roles of human resource development (HRD) in the public sector: evidence from US federal agencies

Abstract

Human resources (HR) are a priority in organizations, and managing the HR force effectively is the best way for them to survive and flourish. As a critical and integral component for achieving public agencies’ missions and objectives, a well-developed and effective public human resource development (HRD) program needs to be in place. The following research questions guided this study: (1) What are the role of HRD systems (i.e. off-the-job training and on-the-job training), and HRD effectiveness in public organizations? (2) Do HRD systems and HRD effectiveness have a positive impact on employee attitudes and behaviors? (3) What are the mediating roles of mission congruence on trust in leaders and satisfaction with the organization? This study uses data from the Merit Systems Protection Board to identify the nature of HRD and the antecedents of HRD effectiveness in the public sector, and to determine the resulting organizational effectiveness of HRD. This research finds that some HRD effectiveness and mission congruence play major roles in meaningfully and significantly boosting employee trust in leaders and organizational satisfaction. Finally, a discussion on the main findings, research, and practical implications for public management theory and practice is provided.