Professor Julian Gould-Williams

Academic FCIPD

2019

• Mostafa, A. M. S. et al. 2019. High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification. Human Resource Management Journal 29 (4), pp.620-636. (10.1111/1748-8583.12248)

2016

• Bottomley, P. A. et al. 2016. The impact of transformational leadership on organisational citizenship behaviours: the contingent role of public service motivation. British Journal of Management 27 (2), pp.390-405. (10.1111/1467-8551.12108)

2015

• Gould-Williams, J. S. , Mostafa, A. M. S. and Bottomley, P. 2015. Public service motivation and employee outcomes in the Egyptian public sector: testing the mediating effect of person-organization fit. Journal of Public Administration Research and Theory 25 (2), pp.597-622. (10.1093/jopart/mut053)
• Mostafa, A. M. S. , Gould-Williams, J. S. and Bottomley, P. 2015. High-performance human resource practices and employee outcomes: the mediating role of public service motivation. Public Administration Review 75 (5), pp.747-757. (10.1111/puar.12354)

2014

• Mostafa, A. M. S. and Gould-Williams, J. S. 2014. Testing the mediation effect of person-organization fit on the relationship between high performance HR practices and employee outcomes in the Egyptian public sector. International Journal of Human Resource Management 25 (2), pp.276-292. (10.1080/09585192.2013.826917)
• Snape, E. , Redman, T. and Gould-Williams, J. 2014. How 'collective' is union citizenship behavior? Assessing individual and coworker antecedents. Industrial and Labor Relations Review 67 (4), pp.1306-1325. (10.1177/0019793914546306)

2013

• Gould-Williams, J. S. et al. 2013. Civic duty and employee outcomes: Do high commitment human resource practices and work overload matter?. Public Administration n/a (10.1111/padm.12019)

2011

• Messersmith, J. G. et al., 2011. Unlocking the black box: exploring the link between high-performance work systems and performance. Journal of Applied Psychology 96 (6), pp.1105-1118. (10.1037/a0024710)

2010

• Gould-Williams, J. S. and Gatenby, M. 2010. The effects of organizational context and teamworking activities on performance outcomes. Public Management Review 12 (6), pp.759-787. (10.1080/14719037.2010.488862)
• Gould-Williams, J. S. and Mohamed, R. B. 2010. A comparative study of the effects of 'best practice' HRM on worker outcomes in Malaysia and England local government. The International Journal of Human Resource Management 21 (5), pp.653-675. (10.1080/09585191003658821)

2007

• Gould-Williams, J. S. 2007. HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government. The International Journal of Human Resource Management 18 (9), pp.1627-1647. (10.1080/09585190701570700)

2006

• Gould-Williams, J. S. , Poole, M. J. F. and Mansfield, R. 2006. Public and private sector managers over 20 years; a test of the 'convergence thesis'. Public Administration 84 (4), pp.1051-1076. (10.1111/j.1467-9299.2006.00626.x)

2005

• Boyne, G. A. et al. 2005. Explaining the adoption of innovation: an empirical analysis of public management reform. Environment and Planning C: Government and Policy 23 (3), pp.419-435. (10.1068/c40m)
• Davies, F. M. and Gould-Williams, J. S. 2005. Using social exchange theory to predict the effects of HRM practice on employee outcomes. Public Management Review 7 (1), pp.1-24. (10.1080/1471903042000339392)
• Poole, M. J. F. et al. 2005. British Managers' Attitudes and Behaviour in Industrial Relations: A Twenty-Year Study. British Journal of Industrial Relations 43 (1), pp.117-134. (10.1111/j.1467-8543.2005.00347.x)

2004

• Boyne, G. A. et al. 2004. Problems of rational planning In public organizations: an empirical assessment of the conventional wisdom. Administration & Society 36 (3), pp.328-350. (10.1177/0095399704265294)
• Boyne, G. A. et al. 2004. Towards the self evaluating organization: an empirical test of the Wildavsky model. Public Administration Review 64 (4), pp.463-473. (10.1111/j.1540-6210.2004.00392.x)
• Gould-Williams, J. S. 2004. The Effects of 'High Commitment' HRM Practices on Employee Attitude: The Views of Public Sector Workers. Public Administration 82 (1), pp.63-81. (10.1111/j.0033-3298.2004.00383.x)
• Gould-Williams, J. S. and Davies, F. M. 2004. Do "innovative" Human Resource Management practices lead to enhanced performance in public organisations?. International Journal of Human Resources Development and Management 4 (3), pp.223-234. (10.1504/IJHRDM.2004.004767)

2003

• Boyne, G. A. and Gould-Williams, J. S. 2003. Planning and performance in public organizations: An empirical analysis. Public Management Review 5 (1), pp.115-132. (10.1080/146166702200002889)
• Gould-Williams, J. 2003. The importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organizations. International Journal of Human Resource Management 14 (1), pp.28-54. (10.1080/09585190210158501)

2002

• Boyne, G. A. et al. 2002. Best Value-Total Quality Management for Local Government?. Public Money & Management 22 (3), pp.9-16. (10.1111/1467-9302.00313)
• Boyne, G. A. et al. 2002. Plans, performance information and accountability: the case of Best Value. Public Administration 80 (4), pp.691-710. (10.1111/1467-9299.00324)

2001

• Boyne, G. A. et al. 2001. The impact of Best Value on local authority performance: Evidence from the Welsh Pilots. Local Government Studies 27 (2), pp.44-68. (10.1080/714004097)