Utility Analysis in Public Sector Personnel Management: Current Issues and Keys to Implementation

1996 ◽  
Vol 25 (3) ◽  
pp. 369-377 ◽  
Author(s):  
Kenneth S. Shultz
Keyword(s):  
Performance Evaluation ◽  
Public Sector ◽  
Human Resources ◽  
Personnel Management ◽  
Successful Implementation ◽  
Anecdotal Evidence ◽  
Utility Analysis ◽  
Training Performance ◽  
The Public ◽  
Critical Issues

While utility analysis is often encouraged as the “final step” necessary in any evaluation of a human resources intervention (e.g., selection, training, performance evaluation program), anecdotal evidence appears to suggest that, in practice, it is rarely done, particularly in the public sector. Therefore, a brief history and nontechnical explanation of utility analysis is provided. Several examples from the literature are given. In addition, current issues and keys to more successful implementation are discussed in order to acknowledge the realities of trying to incorporate utility analyses into the evaluation of human resources programs in applied settings. It is hoped that increased awareness of these critical issues and potential roadblocks to the use of utility analysis will increase its use and ultimately improve our ability to critically assess and continually improve the success of our human resources.

scholarly journals CIVIL SERVANTS AWARENESS GUIDELINE TOWARDS COMPUTER SECURITY POLICY: A CASE STUDY AT THE MANPOWER DEPARTMENT, MINISTRY OF HUMAN RESOURCES

2021 ◽  
Vol 10 (01) ◽  
pp. 86-99
Author(s):  
Dalbir Singh
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Computer Security ◽  
Security Policy ◽  
Security Policies ◽  
Success Factor ◽  
Successful Implementation ◽  
The Public ◽  
Ict Infrastructure ◽  
Ict Security

ICT Security Policy includes information security-related policies, guidelines and best practices that are enforced in the Malaysian public sector. These policies are priority areas that contain guidelines for implementing ICT infrastructure in the public sector. However, there is a significant gap between these policies and awareness towards computer security policy among government servants in the public sector. Therefore a study involving government servants in the Manpower Department, Ministry of Human Resources was carried out to identify the critical success factor of these policies. The study was conducted through quantitative and qualitative methods. A survey was conducted to measure the level of awareness among government servants in agencies against computer security policies. Flaw factors in computer security policy implementation were discussed to obtain strategies to ensure the successful implementation of computer security policies in an agency. The significant factors leading to a successful implementation of computer security policy at the governmental agencies were validated by experts. As a result, a guideline has been prepared to be applied as an improvement proposal to increase the awareness of government servants on ICT security policy in the agencies.

scholarly journals Burden of mental health disability in Kerala: A secondary time trend analysis from 2002 to 2018

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
J Joseph ◽  
H Sankar ◽  
D Nambiar
Keyword(s):  
Mental Health ◽  
Mental Illness ◽  
Mental Retardation ◽  
Public Sector ◽  
Human Resources ◽  
Mental Health Disorders ◽  
The State ◽  
The Public ◽  
Health Infrastructure ◽  
Health Disorders

Abstract The fourth target of Sustainable Development Goal (SDG) 3 advocates for the promotion of mental health and wellbeing. The Indian state of Kerala is recognized for its gains in health and development but has substantial burden of mental health ailments. Historical analysis is vital to understand the pattern of mental health morbidity. The current study focusses on comparable estimates available from three largescale population-based surveys in India to explore trends in prevalence of mental health disorders over the years and map resources and infrastructure available for mental health care in Kerala. We undertook a secondary analysis of national demographic surveys from 2002 to 2018 which reported information on mental health and availability of health infrastructure and human resources. Data were collated and descriptive analyses were conducted. We compared the national and state level estimates over the years to study the trend in the prevalence of mental health disability. The prevalence of mental retardation and intellectual disability in Kerala increased from 194 per hundred thousand persons in 2002 to 300 per hundred thousand persons in 2018, two times higher to the national average. The prevalence of mental illness increased from 272 per hundred thousand people to 400 per hundred thousand people in sixteen years. The prevalence was higher among males (statistical significance was not indicated) in mental illness and mental retardation. 2018 data showed that the public sector had 0.01 hospitals and 5.53 beds per hundred thousand persons available for mental health treatment. Results showed a substantial increase in mental health illness over the 16-year study period that has affected males and females, as well as all social classes of the state. The current health infrastructure and human resources in the public sector of the state are inadequate to meet the current burden of the problem and to ensure universal access to care for its population. Key messages The trend in prevalence of mental health disorders in the state is increasing across the years. There is a mismatch between the extend of the problem and resources available in public sector.

Een nieuw en flexibel personeelsbeleid in de lokale besturen in Vlaanderen ?

Res Publica ◽  
1998 ◽  
Vol 40 (1) ◽  
pp. 79-97
Author(s):  
Trui Steen
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Labour Market ◽  
Personnel Management ◽  
Civil Service ◽  
Management Strategies ◽  
Employment Policy ◽  
The Public ◽  
Public Sector Employment ◽  
Personnel Policies

Personnel management in localgovernment in Flanders bas undergone some major reforms during recent years. We examine the purposes and the extent of these reforms. Also, the new personnel management in Flemish local government is evaluated in terms of flexibility. The Flemish civil service can be considered as an Internal Labour Market. The rigidity which characterises the Internal Labour Market in local government in Flanders is shown by the fact that local government lacks discretion in elaborating the personnel statute, which still constitutes the basis of personnel management. However, the thesis that the public sector employment policy is too rigid has to be nuanced. The civil service is familiar with irregular forms ofemployment. Infact, in Flemish local government only half of all personnel are employed according to a statute.Despite some constraints on the development of more flexible personnel policies, it is still possible to find opportunities which provide hope for the development of new and modern personnel management strategies in local government.

scholarly journals The Influence of Strategic Leadership on Building Employees’ Entrepreneurial Orientation: A Field Study at the Jordanian Public Sector

2017 ◽  
Vol 10 (6) ◽  
pp. 62
Author(s):  
Sahar Mohammad Abu Bakir
Keyword(s):  
Public Sector ◽  
Entrepreneurial Orientation ◽  
Change Agent ◽  
Strategic Leadership ◽  
Successful Implementation ◽  
Continuous Control ◽  
The Public ◽  
Governmental Organizations ◽  
The Impact

The public sector in Jordan is confronting many problems; reports show that citizens are not contented with the number and quality of current services. Consequently; persistent initiatives to uphold the sector performance took place at all levels, relying on the inventive employees and leadership to achieve the intended improvement. So this study seeks to test the impact of strategic leadership (charismatic, visionary, change agent and servant) on building entrepreneurial orientation (proactiveness, innovativeness and risk taking) in Jordanian public sector employees.A random sample was selected of 500 employees working at health, education, agriculture and other service governmental organizations. To obtain the required results multiple regression was calculated using (21) SPSS version.It was found that the charismatic, change agent, servant styles positively influence employees proaciveness, with no influence on the other two entrepreneurship dimensions. While visionary style has no significant influence on all entrepreneurship dimensions. However the public sector reform is achievable, through comprehensive strategies, successful implementation, and effective continuous control. Innovative departments need to be established and financed away from bureaucratic environments.

Portal for Employees in the Public Sector

2018 ◽  
pp. 342-362
Author(s):  
Ana Campos Cruz
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Human Resources Management ◽  
Management Strategies ◽  
Public Spending ◽  
Management Tool ◽  
The Public ◽  
Administrative Reforms ◽  
Shared Management ◽  
New Public

The need to reduce public spending has led Portugal to make administrative reforms. To that end, it called on the so-called e-government, using ICT as a mechanism to increase the quality and transparency of public services while lowering costs and operationalizing new public policies. Although administrative decentralisation is enshrined in the Constitution of the Portuguese Republic, only recently has it been prioritised as one of the great objectives of the administrative reforms of the state. To this end, the transfer of the necessary financial and human resources are foreseen. This will imply the implementation of human resources management strategies and mechanisms that avoid surplus or shortage of human resources, both in Central and Local Administration. Therefore, in this chapter, the creation of the “Portal for Employees in the Public Sector” is proposed as a shared management tool.

Portal for Employees in the Public Sector

2022 ◽  
pp. 659-679
Author(s):  
Ana Campos Cruz
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Human Resources Management ◽  
Management Strategies ◽  
Public Spending ◽  
Management Tool ◽  
The Public ◽  
Administrative Reforms ◽  
Shared Management ◽  
New Public

The need to reduce public spending has led Portugal to make administrative reforms. To that end, it called on the so-called e-government, using ICT as a mechanism to increase the quality and transparency of public services while lowering costs and operationalizing new public policies. Although administrative decentralisation is enshrined in the Constitution of the Portuguese Republic, only recently has it been prioritised as one of the great objectives of the administrative reforms of the state. To this end, the transfer of the necessary financial and human resources are foreseen. This will imply the implementation of human resources management strategies and mechanisms that avoid surplus or shortage of human resources, both in Central and Local Administration. Therefore, in this chapter, the creation of the “Portal for Employees in the Public Sector” is proposed as a shared management tool.

People Management

2021 ◽  
pp. 45-63
Author(s):  
Christian B. Jacobsen ◽  
Eva Knies
Keyword(s):  
Public Sector ◽  
Personnel Management ◽  
Leadership Behavior ◽  
Central Issue ◽  
The Public ◽  
Mutual Dependency ◽  
Internal Management ◽  
Key Aspects ◽  
Frontline Leaders

The central issue in this chapter is people management in public organizations. That is, managers’ implementation of HR practices and their leadership behavior in supporting the employees they supervise at work. This chapter focuses on five key aspects related to HRM and leadership in a public sector context. First, the historical move from personnel management to HRM and leadership. Second, the distinction between external and internal management and this chapter’s focus on internal management. Third, the role of middle and frontline leaders in the implementation of policies and their responsibility for turning general policies into results. Fourth, the mutual dependency between HRM policies and leadership. Fifth, the distinction between intended, implemented, and perceived HRM and leadership. This chapter systematically draws on both the general HRM and leadership bodies of literature, and specifies these insights to the public sector context whenever possible.

Personnel management in the public sector

1996 ◽  
Vol 25 (2) ◽  
pp. 4-18 ◽  
Author(s):  
Clifford Oswick ◽  
David Grant
Keyword(s):  
Public Sector ◽  
Personnel Management ◽  
The Public
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