Human Resource Development in the Public Sector: A Developing‐country Experience

1993 ◽  
Vol 6 (1) ◽  
Author(s):  
Jamal Khan ◽  
Wayne Charles‐Saverall
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Developing Country ◽  
Human Resource ◽  
Resource Development ◽  
The Public

scholarly journals Human Resource Development Climate and Employee Engagement in Developing Countries

2019 ◽  
Vol 14 (6) ◽  
pp. 150
Author(s):  
Theresa Obuobisa-Darko ◽  
Victoria Tsedzah
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Developing Country ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Resource Development ◽  
The Public ◽  
Utrecht Work Engagement Scale ◽  
High Power Distance

The purpose of the paper is to identify the specific dimensions of Human Resource Development Climate (HRDC) that significantly affect Employee Engagement (EE). It places the importance of HRDC in enhancing EE within the public sector in a developing country and finds answer to the question on the dimension of HRDC that causes employees to be engaged. The paper uses a self-designed questionnaire, made up of Rao and Abraham (1990) HRD Climate survey and Utrecht Work Engagement Scale by Schaufeli et al., (2002) to gather data from 355 respondents and analysed using multiple regression. Based on the data analysed, results showed that HRDC has a positive and significant effect on employee engagement. Additionally, it was found that employees are highly engaged in situations where their organisation exhibits the HR Mechanism dimension of HRDC. The limitation is, it did not focus on the entire public sector but focused on civil servant. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm or refute the findings. This study adds to the limited literature on HRDC and EE in public sector organisations in a developing country. This finding brings to bear the major dimension of HRDC that managers should focus on to improve employee engagement in a developing country where there exist a high power distance culture.

scholarly journals Exploring the Effects of Human Resource Development to Reduce Turnover Intention and Turnover in Public Sector: Comparative Case Study of Korea, Ethiopia, and Rwanda

2021 ◽  
Vol 3 (1) ◽  
pp. 14-27
Author(s):  
Pierre Celestin Bimenyimana ◽  
Ayele Halefom Abay ◽  
Healyim Lee
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Human Resource ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Resource Development ◽  
Comparative Case Study ◽  
Research Issues ◽  
The Public

One of the worldwide important research issues and practical challenges in the public sector is to decrease turnover intention or turnover rate, thereby increasing government overall efficiency and effectiveness. With the world continually changing in this way, it is necessary to invest and educate its members in terms of "human capital" rather than "human resources” so as to survive and flourish. This study explores the effects of human resource development (HRD) to reduce turnover intention and turnover in the public sector. It predicts that HRD consists of enhancing and facilitating the development of capabilities and potentials of individuals, organizations, and communities. The data of the study was collected from 10 respondents working at the Ministerial level in Ethiopia, Korea and Rwanda through in-person, phone and email interviews. Based on literature, we developed a research model, case study research design and qualitative approach was employed in this paper. The results found that there is no direct impact of HRD in reducing turnover intention and turnover however HRD can affect negatively as well as positively employee turnover intentions indirectly. The study suggests that there are should be good HRD Programs for enhancing and facilitating the development of capabilities and potentials of individuals, organizations, and communities.

scholarly journals Training Model to Enhance Human Resource Development of Government Organizations

2018 ◽  
Vol 7 (4.38) ◽  
pp. 984
Author(s):  
Sumolnit Kerdnoonwong
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Well Being ◽  
Training Model ◽  
Training Methods ◽  
Process Step ◽  
The Public ◽  
Government Organizations

The research was aimed to (1) study the best practices of the organizations that have been awarded the Public Sector Management Quality Award (PMQA) (2) present the recommendations of the training model that promote human resource development of government organizations in Thailand. The study was found that the Department of Community Development and the Department of Mental Health were only two organizations that have been awarded PMQA in the sector of staff administration and development. They had similar policy on staff administration and development which was focused on the development of personnel as "human capital" as well as “training” is one of the most important tools in order to develop the staff. The concept of training was based on the criteria of OPDC (Office of the Public Sector Development Commission), position competency, well-being and satisfaction of the staff. Training process step starts from need analysis, then develop courses and assess of the training. The training methods are both formal and informal training which is based on the context the content of the training, the trainee the time and place. Quality assurance system, follow-up evaluation by trainees and their supervisors are the training management.  

An Analysis on Human Resource Development Culture and Climate of Chemical Based Public Sector Enterprises in Kerala, India

2021 ◽  
Vol 2021 (6) ◽  
pp. 132-135
Author(s):  
Balakrishnan A ◽  
Dr. KVM Varambally
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Human Resource ◽  
Deep Structure ◽  
Positive Culture ◽  
Resource Development ◽  
The Individual ◽  
The Impact ◽  
Culture And Climate

The impact of Globalization creates a competitive horizon with new markets, new products, new mindsets, new competencies, and new ways of thinking about business. As an outcome of this, the market places become more complex, uncertain, competitive, and transformational. In this era, the major challenge faced by any organization is to maintain a peaceful as well positive culture and climate inside the organization. The human resource development climate of an organization plays a significant role in ensuring the competency, motivation, and development of its employees. Here the term climate denotes the quality of the internal environment. It influences morale and the attitudes of the individual toward his work and his environment. Culture refers to the deep structure of organizations, which is rooted in the values, beliefs, and assumptions held by organizational members. The study was aimed to analyze the Human Resource Development culture and climate of chemical-based public sector enterprises in Kerala. The results indicated that the Human Resource Development climate in an organization is average and the perception of employees regarding Human Resource Development culture and climate does not differs significantly based on age, job approval status, and qualification. But it differs significantly based on gender and experiences.

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