Dr Julian Gould-Williams

Teaching profile

HRM (2nd year undergraduates;)
MSc/MBA dissertation supervision;
PhD supervision

Research interests

- HRM and Employee Outcomes and Performance in Public Sector organisations
- Public Service Motivation
- International comparative HR research

Selected publications

Gould-Williams, J. S. & Mohamed, R. (2010). A Comparative Study of the Effects of ‘Best Practice’ HRM on Worker Outcomes in Malaysia and England Local Government. International Journal of Human Resource Management, 21 (5), 653-675.

Gould-Williams, J.S. and Gatenby, M (2010). The Effects of Organizational Context and Teamworking activities on Performance Outcomes: A Study conducted in England Local Government, Public Management Review, 12 (6), 759-787.

HR Practices, organisational climate and employee outcomes: evaluating social exchange relationships in local government organisations, International Journal of Human Resource Management, 2007, 18 (9), pp1627-1647).

Public and private sector managers over twenty years: a test of the convergence thesis (2006), 84 (4) pp1051-1076. Public Administration (with Poole, M and Mansfield, R).

Changes and continuities in managerial attitudes and behaviour in industrial relations in Britain over twenty years, British Journal of Industrial Relations, (2005), 43 (1), 2005, pp115-132 (with Poole, M; Mansfield, R; Mendes, P).

Using Social Exchange Theory to Predict the Effects of HRM practice on Employee Outcomes: An Analysis of public Sector Workers, Public Management Review (2005) 7 (1), pp25-47. (with Davies, F).

The Effects of High Commitment HR Practices on Employee Attitude: The Views of Public Sector Workers. Public Administration 2004, 82 (1), pp63-81.

An assessment of the impact of HR practices on performance in public organisations. International Journal of Human Resource Management 2003, 14 (2), pp 1-27.

reports
The 2006/07 Wales Local Governments Staff Survey: Preliminary Findings

The Leading Competency Framework for Welsh Local Government