Human resource management under change in the Romanian civil service in an international context

2010 ◽  
Vol 32 (3) ◽  
pp. 281-309 ◽  
Author(s):  
Jozsef Poor ◽  
George Plesoianu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Labour Force ◽  
Good Practice ◽  
Content Type ◽  
New Public

PurposeThe purpose of this paper is to present a number of initiatives which have been spearheaded by the Romanian government in the field of HRM in the civil service. A more specific purpose is to determine the modelling strategy which best reflects the reform programme of HRM in the civil service, the topic of our study.Design/methodology/approachThis paper attempts to supplement existing research into New Public Management (NPM) by outlining the modernisation of a range of public HR functions in the country, and it would like to explain how this special issue arose, to provide a historical perspective for the work undertaken by the Romanian National Civil Servant Agency (NACS) and to outline the context and significance of each of the attempts at modernisation in the HRM field.FindingsEmpirical evidence shows that the centralised Romanian civil service is in need of serious change if it is to deliver a more efficient and less politically driven level of practice. Many external and internal organisational forces such as the demographics of the labour‐force, technology and privatisation – as well as the erosion of confidence in government institutions have drastically altered the environment of the civil service in Romania. Consequently, traditional Human Resource Management (HRM) approaches no longer work.Practical implicationsAt this point, in the authors' opinion, the time has come to devote more attention to decentralisation and to formulating the terms of so‐called best or good practice.Originality/valueThe paper seeks to bridge the gap by reporting on the research and consulting work of the authors in the Romanian civil service.

scholarly journals Enduring Challenges and New Developments in Public Human Resource Management

2017 ◽  
Vol 37 (1) ◽  
pp. 108-128 ◽  
Author(s):  
Andrew Podger
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Management ◽  
New Public Management ◽  
The United States ◽  
Role Of Government ◽  
Management Processes ◽  
New Public ◽  
Hr Managers

Australia has its own unique institutional arrangements within which its civil services operate, yet its experience in public sector human resource management over the last 40 years or so has much in common with that of many other Western democracies, including the United States. It faces enduring challenges such as the relationship between politics and administration while its approach to public management has evolved from traditional Weberian administration through new public management to a much more complex, open and networked system. While the role of government in society has not radically changed, the way in which that role has been exercised has changed significantly. Government employees represent a smaller proportion of the workforce, what they do and their skills have changed dramatically, internal arrangements to foster ethics and to manage staff are different today, new approaches have been adopted to compensate and motivate employees, the diversity of employees has widened, and the place of human resource management (HRM) in agencies’ strategic management processes has ebbed and waned. In each of these areas, human resource (HR) managers in Australia today face difficult questions about future directions. Most of these will be familiar to HR managers in other countries.

Differential Approaches to Human Resource Management Reform in the Public Services of Jamaica and Trinidad and Tobago

2001 ◽  
Vol 30 (4) ◽  
pp. 531-547 ◽  
Author(s):  
Ann Marie Bissessar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Trinidad And Tobago ◽  
Human Resource ◽  
Public Management ◽  
Public Services ◽  
New Public Management ◽  
The Public ◽  
Human Resource Systems ◽  
New Public

The introduction of New Public Management in the public services of many countries brought with it not only changes in epistemology but new methods and techniques for managing resources.1, 2, 3, 4 With the advent of New Public Management, for instance, techniques such as contracting out, divestment, and the disaggregation of the public services into separate self contained units were employed by many governments to increase output and reduce cost in the public sector. However, it was also recognized that another resource, namely how employees are managed, needed to be reformed as well. This concern for proper management of human resources was implicit in one of the primary tenets of New Public Management, which stressed that managers should be “free to manage.”5 This “freedom to manage” principle involved more than changes in the process of decision-making. Indeed, it led to a radical attempt on the part of various states to replace the former systems of personnel administration with the “new” private sector system of human resource management. This article examines the attempts to reform, human resource management systems in the public services of two of the larger countries in the Commonwealth Caribbean—Jamaica and Trinidad and Tobago. It argues that although these two countries share a remarkable commonality in terms of historical backgrounds, and political and economic developments, the human resource systems that were introduced under the wider ambit of administrative reform varied. Moreover, it was evident that Jamaica was far more successful in the actual implementation of human resource systems than Trinidad and Tobago. What is even more striking is the fact that reformers in both countries took only what they wanted from the reform package and in some cases amended them in the light of factors such as ethnicity, political culture, party dominance, or levels of economic development.

scholarly journals New Public Management in the Developing Countries: Effects and Implications on Human Resource Management

2021 ◽  
Vol 4 (2) ◽  
pp. 73-87
Author(s):  
Moumen Mahmoud ◽  
Rosly Othman
Keyword(s):  
Developing Countries ◽  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Systematic Literature Review ◽  
Research Methodology ◽  
Public Management ◽  
New Public Management ◽  
New Public

Understanding the linkage between New Public Management (NPM) reforms and Human Resource Management (HRM) are required to be highlighted. A Systematic Literature Review (SLR) used as a research methodology to discuss the implementation of NPM reforms, gaps and challenges of NPM, and the effects and implications of these gaps and challenges on HRM. This paper contributes to the existing literature by offering important lessons and experiences of the implemented NPM reforms, alongside their major gaps and challenges towards HRM in the developing world. The discussion and conclusion are presented at the end.

The politicization of senior civil service in Korea: a human resource management perspective

2018 ◽  
Vol 7 (4) ◽  
pp. 412-425 ◽  
Author(s):  
Chang Kil Lee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Civil Service ◽  
Leadership Change ◽  
Content Type ◽  
Management Processes ◽  
Management Perspective ◽  
Prior Literature

PurposeThe purpose of this paper is to examine the politicization of senior civil service (SCS) in Korea from a human resource perspective. To be specific, it is to explore how much the SCS has been politicized after its inception in 2006 and to discover what has strengthened it.Design/methodology/approachThis paper employs the human resource management perspective with five stages, selection, rotation, education, promotion and compensation, which are related with different weights to four causes of politicization: political desire to control, leadership change, public demands and political interest.FindingsThis paper argues that politicization of SCS in Korea has gradually increased during the last 10 years. It also found that, while selection and promotion is strongly politicized, education and compensation is weakly politicized.Originality/valueThis paper mainly draws increasing politicization after it was introduced. Little prior literature has explored the politicization of SCS in human resource management processes and its causes for Korea.

scholarly journals Civil service reforms in Hong Kong and Thailand: similar goals, different paths

2020 ◽  
Vol 23 (2) ◽  
pp. 111-123
Author(s):  
Ahmed Shafiqul Huque ◽  
Patamawadee Jongruck
Keyword(s):  
Hong Kong ◽  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Content Type ◽  
Global Trends ◽  
Study Approach ◽  
New Public ◽  
Media Reports ◽  
The Impact

PurposeThe purpose of this paper is to examine the strategies of civil service reforms in Hong Kong and Thailand. It seeks to identify the drivers of reforms in the two cases and explain the divergence in processes that were intended to achieve similar ends.Design/methodology/approachThis paper adopts a case study approach along with a thorough review of the literature. It is based on secondary materials, including academic studies, government publications and websites, and media reports. It compares approaches, strategies and outcomes of civil service reforms in Hong Kong and Thailand.FindingsCivil service reforms in Hong Kong focused on improving management through the implementation of New Public Management (NPM) principles, while governance values were prominent in civil service reforms in Thailand.Originality/valueThis paper compares civil service reforms in two dissimilar Asian cases. It highlights the impact of global trends on traditional bureaucratic organizations and reform strategies, and recognizes the impacts of traditions, culture and capacity on civil service reforms.

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