Revitalizing Human Resources Management in State Government: Moving from Transactional to Transformational HR Professionals in the State of Michigan

2008 ◽  
Vol 37 (1) ◽  
pp. 77-97 ◽  
Author(s):  
William M. Mothersell ◽  
Michael L. Moore ◽  
J. Kevin Ford ◽  
Jim Farrell
Keyword(s):  
Human Resources ◽  
State Government ◽  
Change Agent ◽  
Human Resources Management ◽  
Project Based Learning ◽  
The State ◽  
State Agencies ◽  
Training Design ◽  
Business Partner ◽  
Change Projects

This article illustrates how the State of Michigan transformed human resources in state government by developing HR leaders for the future. A transformational plan was developed in March 2000 to enhance the effectiveness of HR programs and services, foster a consultative approach to delivering HR programs and services, develop human resources as a strategic business partner and change agent with agency management, and create the capacity to incorporate HR best practices into state HR systems. This article also provides the HR vision for change, the training design to transform HR into a business partner and change agent, and the methodology and data that support this transformational plan. An innovative multiyear project-based learning design, featuring teams from state agencies, used workshop content to leverage system change across state departments. Finally, this article documents the change projects designed and implemented by agency teams, reports participants' reactions, communicates skill-set and mindset enhancements, and presents ideas for future diffusion.

The Role of the State in Optimizing Communication Between Generation Z and Migrants in the Human Resources Management

2020 ◽  
pp. 17-36
Author(s):  
Anatolii Shyian ◽  
Liliia Nikiforova
Keyword(s):  
State Government ◽  
Human Resources Management ◽  
Migration Policy ◽  
The State ◽  
Theoretic Model ◽  
Economic Activities ◽  
Joint Activities ◽  
Generation Z ◽  
Role Of The State ◽  
Long Run

The aim of this work is to develop methods of government migration policy in order to motivate migrants to joint economic activities, especially with generation Z. The goals of a developed state are to include migrants in social, political, and economic institutions to increase the welfare of their citizens, as in the short-term, so in the long run. Migrants who are not suitable for the realization of the interests of indigenous peoples should be repatriated (deported). Migrants can run away from hostilities; they can run away from poverty. The game-theoretic model built in the article made it possible to identify the fundamental features of the process of harmonizing the interests of the state (government) and migrants. To implement the motivation of migrants, the chapter offers an example of consistent general trainings that migrants must successfully develop for successful joint activities with Generation Z.

Internships and the State Government Human Resources Crisis

2006 ◽  
Vol 29 (9) ◽  
pp. 701-717
Author(s):  
Craig P. Donovan ◽  
James L. Garnett
Keyword(s):  
Human Resources ◽  
State Government ◽  
The State

CALIFORNIA CONTINGENCY PLAN FOR OIL AND OTHER HAZARDOUS MATERIAL SPILLS

1971 ◽  
Vol 1971 (1) ◽  
pp. 183-189 ◽  
Author(s):  
John F. Matthews
Keyword(s):  
Oil Spill ◽  
State Government ◽  
Transportation Systems ◽  
The State ◽  
State Agencies ◽  
Local Conditions ◽  
Contingency Plan ◽  
Sources Of Pollution ◽  
Local Areas ◽  
State Plan

ABSTRACT There is a dual approach in California for the contingency plan for spills in that it must tie in with federal plans plus suffice for the needs of local areas within the state. There are specifications in the plan for one state authority to be in complete charge of the state's response. In addition, the California approach also includes a State Interagency Oil Spill Committee which draws its members from the various affected state agencies. Members of industry cooperatives, industry itself, and federal agencies aid by adding input at committee meetings. In organizing the state plan, three basic items have been catalogued: the type of areas within the state, the possible sources of pollution including probable quantities, and the capability of the local areas. Types of areas include the various shoreline configurations including offshore islands and inland areas. Probable sources include tankers, pipelines, and transportation systems. The capability of local areas includes manpower, equipment, and dump sites; the prime consideration, though, is the interest of the governmental entities in these areas as lack of interest will require increased involvement by the state government. Overall regulations must be continually reviewed in relation to the federal plans or local conditions and the State Interagency Oil Spill Committee is used in California for this purpose. The state's basic consideration always is the protection of its populace and natural resources.

scholarly journals The Role of the Culture of Happiness in the Effectiveness of the State Apparatus

2020 ◽  
pp. 22-31
Author(s):  
Zhanar ZHAKUPOVA
Keyword(s):  
Human Resources ◽  
Management System ◽  
Human Resources Management ◽  
Developed Countries ◽  
The State ◽  
Resources Management ◽  
State Apparatus ◽  
The Republic ◽  
The Government ◽  
The Developed Countries

Abstract. The purpose of this article is to outline the main concepts of improving efficiency in the system of the state apparatus of the Republic of Kazakhstan by improving Human Resources management system in these organizations. Based on the data from international and local statistical resources, performance of state bodies in Kazakhstan is not currently sufficiently effective despite the involvement of high professionals in this sector working even more than eight hours a day. Multiple studies of organizations in the developed countries show that happy employees are more productive and creative. In this regard, the author of this article measured the level of happiness in the government agencies, which occupy the first and last positions in the System of annual assessment of the performance of state bodies of the Republic of Kazakhstan in order to determine whether there is a correlative dependence between the level of employee’s happiness and effectiveness of the employer. Based on the analysis of the data obtained, recommendation are provided in the article to improve human resources management system, specifically, via measuring level of employee satisfaction and forming positive working culture in the state bodies.

Pengembangan Karir dan Iklim Organisasi terhadap Komitmen Karyawan (Studi Kasus pada Bank Daerah Syariah)

2020 ◽  
Vol 3 (2) ◽  
pp. 120-128
Author(s):  
Fotuho Waruwu ◽  
Dematria Pringgabayu
Keyword(s):  
Career Development ◽  
Human Resources ◽  
Organizational Climate ◽  
Employee Commitment ◽  
The State ◽  
Development System ◽  
Work System ◽  
State Apparatus

Human Resources (HR) is a very important part in PT Bank Daerah Syariah, so that it is expected that there is an ideal and sufficient working period to optimize employee careers and increase employee commitment to the company, considering the products produced by the company are products used to facilitate the state apparatus work system and service to the wider community.This study aims to determine the effect of variable Career Development and Organizational Climate on the commitment of Employees in PT Bank Daerah Syariah. The method used in this study is a research mix method, which is a step of research by combining two forms of approach in research that is quantitative and qualitative. The population in this study were all employees in the Bank Daerah Syariah (BDS) as many as 53 employeesThe results showed that the career development variable (X1) and also the Organizational Climate (X2) had a positive and significant effect on the variable Employee Commitment (Y). The conclusion of the research shows that to increase the commitment of employees in PT Bank Daerah Syariah, the company needs to improve the existing career development system and maintain the organizational climate so that it remains conducive for all employees. 

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