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Academic research on public administration devotes relatively little attention to issues concerning human resource management (HRM) and job satisfaction. Many private sector studies suggest that investing in HRM has positive effects on worker morale. Therefore, in this study, variables measuring HRM practices were combined with an analysis of determinants of job satisfaction in the Dutch public sector. Three hypotheses were tested and confirmed. They revealed that (a) individual characteristics have a negligible effect on job satisfaction, (b) HRM practices have a positive effect, but (c) this latter effect is largely indirect and mediated by job and organizational characteristics.

In this article some recent studies published by Dutch or Flemish authors on social inequality and class are discussed. In the Netherlands two main 'schools' are identified: the so-called 'Dutch stratification school', which has its roots in modernization theory, and a 'Rotterdam' school (that actually is not a school at all). The article outlines some of the main strengths and weaknesses of both schools. After a discussion of recent Flemish studies of Hans de Witte, it is concluded that in theoretical and methodological perspective these Flemish studies are somewhere between the 'Dutch' and 'Rotterdam' school. It is then concluded that Dutch stratification research in general would benefit if both Dutch schools would more collaborate and learn from each other.

Over the past decades, professional public services have been burdened with demands for accountability and with businesslike managerial systems that are endemic to the private sector. In this volume, a team of international experts shows that these influences are relative. They present theoretical and empirical insights on broader changes in and around professional work in healthcare, social welfare, education, and policing. They also analyze coping mechanisms of professionals, which vary from sector to sector and they argue that public professionals will need to develop new skills for working in reconfigured public services

Résumé Le présent article contribue de trois manières à nous aider à mieux comprendre la motivation de service public (MSP) et ses effets. Premièrement, il applique une version abrégée de l'échelle de mesure de Perry dans le secteur public néerlandais. Même si les résultats de l'analyse indiquent que la MSP est un concept valide dans ce contexte, des doutes apparaissent quant à la question de savoir si l'on doit utiliser les quatre dimensions utilisées aux États-Unis. Deuxièmement, l'analyse révèle que, contre toute attente, la MSP a une importance égale dans les segments du secteur public néerlandais que nous avons examinés. Troisièmement, nous avons analysé les effets de la MSP sur trois variables de résultats comportementales liées à la performance (l'engagement, la disposition à faire des efforts et la performance professionnelle perçue). À côté de la MSP, nous avons inclus une mesure de l'adéquation de la MSP. L'hypothèse selon laquelle l'adéquation de la MSP médiatise la relation entre la MSP et les variables de résultats est rejetée. Dans la pratique, il apparaît que la MSP et l'adéquation de la MSP ont des effets indépendants sur ces variables de résultats. Remarques à l'intention des praticiens Les organisations publiques doivent attirer des personnes motivées pour travailler pour ce secteur. Aux Pays-Bas, le ministère de l'Intérieur organise en ce moment une campagne de recrutement pour y parvenir. Le présent article présente l'utilité de cette stratégie, étant donné que les travailleurs dotés de cette motivation (la « motivation de service public », ou MSP) sont davantage attachés à l'organisation, davantage disposés à faire des efforts et ont une meilleure perception de leur travail. Cette stratégie va probablement se traduire par une amélioration de la prestation de service public. Notre article révèle cependant aussi qu'il ne suffit pas d'engager des travailleurs axés sur la MSP. Il faut aussi que ces travailleurs soient en mesure d'« utiliser » réellement leur MSP dans leur travail, sans quoi ils vont être contrariés, ce qui aura, au final, des conséquences négatives sur la qualité de la prestation de service public.

This article contributes in three ways to our understanding of public service motivation (PSM) and its effects. In the first place, it applies an abridged version of Perry's measurement scale in the Dutch public sector. Although the results of the analysis show that PSM is a valid concept in this context, doubts arise as to whether one should use the same four dimensions as in the USA. Second, the analysis shows that — contrary to expectations — PSM is of equal importance in the segments of the Dutch public sector that were investigated. Third, the effect of PSM on three performance-related behavioural outcome variables (commitment, willingness to exert effort and perceived job performance) is analysed. In addition to PSM, a measurement of PSM fit is included. The hypothesis that PSM fit mediates the relationship between PSM and the outcome variables is rejected. In practice, it appears that both PSM and PSM fit have independent effects on these outcome variables. Points for practitioners Public organizations have to attract people who are motivated to work for the sector. In the Netherlands, the Ministry of the Interior is running a recruitment campaign to achieve this. This article shows the value of this strategy as workers with such a motivation (`public service motivation' or PSM) are more committed to the organization, more willing to exert effort and have a higher perception of their performance. Probably this will reflect in better public service delivery. However, the article also shows that recruiting PSM-oriented workers is not enough. It is also important that workers will be able to really `use' their PSM in their work. If not, they will become frustrated, which in the end will have adverse effects for the quality of public service delivery.