This study investigates the impact of High-Performance Work Practices (HPWPs) on public employees’ organizational affective commitment and turnover intentions, focusing on the mediating role of HR attributions. Drawing on the Ability-Motivation-Opportunity (AMO) framework and attribution theory, the research adopts a mixed-method design combining Partial Least Squares Structural Equation Modeling (PLS-SEM) and Qualitative Comparative Analysis (QCA). Based on data collected from a mid-sized Swiss municipality, the findings reveal that HPWPs foster employee loyalty both directly and indirectly, especially when these practices are perceived as supporting employee well-being and aligned with public service values. The study contributes to the strategic HRM literature by validating the relevance of core theoretical frameworks in a public administration context and demonstrating the added value of a configurational perspective. It also provides actionable insights for HR professionals seeking to design integrated HRM systems that enhance commitment and reduce turnover in the public sector.
Assanti et al. (Mon,) studied this question.