scholarly journals CHARACTERISTICS OF HUMAN RESOURCES MANAGEMENT MODEL IN PUBLIC ADMINISTRATION OF REPUBLIC OF SERBIA: CONTEMPORARY TRENDS AND CHALLENGES

2019 ◽  
pp. 033
Author(s):  
Igor Vukonjanski
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Public Administration ◽  
Central Government ◽  
Transition Period ◽  
Human Resources Management ◽  
Resources Management ◽  
The Public ◽  
Public Servant ◽  
The Status

Human resources management in the public administration of the Republic of Serbia is a combined model of good practices from the European administrative area and the remaining stereotypes from pre-transition period. Introduction of the public servant system with all features of contemporary public servant related legislation was a necessity that accompanied overall reform of the public administration in Serbia. The process of introducing human resources management function in the Serbian public administration has been encumbered with application of two different legal models that define the status of public servants: public servant related legislation is applied to employees in executive branches of the central government (ministries, government departments and offices), and the status of employees in city and municipal administrations is stipulated in obsolete laws, adopted over 20 years ago. It should be noted that employees in public sector are still prone to old habits in their work, which altogether reduces successful reforms in this area. This paper provides a description of the current state of affairs and opens certain questions: whether the modern human resources (HR) management in Serbia’s public sector is understood and accepted in the right way; and whether it is possible, by means of applying specific methods, to strengthen awareness of public employees concerning their actual position and responsibility to establish a new public administration, adjusted to the citizens’ needs, requirements and expectations. Relying on a decade-long personal engagement in this field, the author analyzes the current circumstances and provides critical remarks and recommendations.

Human Resources Management

2000 ◽  
Author(s):  
Peter Dale ◽  
John McLaughlin
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Human Resources Management ◽  
Professional Associations ◽  
Modern Human ◽  
Public And Private ◽  
Resources Management ◽  
The Public ◽  
Land Administration ◽  
Management Issues

Effective human resources management is a key ingredient in building and sustaining a country’s land administration infrastructure. Whether it is building new systems or reforming existing ones, the recruitment, training, provision of support for, and evaluation of employees will ultimately be far more important than matters pertaining to technology and process. Yet traditionally, human resources management has not been given much serious attention in the land administration field. Within the broader public administration arena, however, the human resources management function is increasingly being recognized as a central organizational concern and that ‘its performance and delivery are integrated into line management; the aims shift from merely securing compliance to the more ambitious one of winning commitment. The employee resource, therefore, becomes worth investing in, and training and development thus assume a higher profile’ (Storey 1991). What distinguishes modern human resources management from the more traditional personnel functions is its focus on utilizing human resources to strategic management objectives. Effective human resources management seeks to: 1. link human resources management issues to the overall strategy of an organization; 2. build strong organizational cultures aimed at uniting employees through a shared set of goals and values (‘quality’, ‘service’, ‘innovation’, etc.) and by promoting a commonality of interests amongst employees and management; 3. recognize employees as a resource, as social capital that can be developed and can contribute to competitive advantage; 4. replace traditional top-down communication, coupled with controlled information flow, to a sharing of information and knowledge; and 5. achieve flexibility and adaptability to manage change and innovation in response to rapid changing circumstances (Burt and Spector 1985). This section examines briefly some of the principal human resources management issues, particularly as they relate to developing countries. The focus will be on concerns within the public sector (where most of the core land administration activity occurs), the broader issues of developing local capacity in both the public and private sectors, and the requirements for developing professional associations. Significant emphasis has been given in recent years to the challenges of building and sustaining institutions for capable public sector administration in the developing world.

Perceptions of responsible human resources management and credibility of the Public Administration: the mediating role of service quality and satisfaction

2014 ◽  
Author(s):  
José Luis Vázquez Burguete ◽  
Ana Lanero Carrizo ◽  
María Purificación García Miguélez
Keyword(s):  
Human Resources ◽  
Public Administration ◽  
Human Resources Management ◽  
Total Sample ◽  
Structural Equations ◽  
Survey Study ◽  
Resources Management ◽  
The Public ◽  
Mediating Role

This study extends previous literature on corporate social responsibility (CSR) in private firms and consumer behavior to set a model of citizen perceptions of responsible human resources management (HRM) in the public administration. Particularly, the main goal of the paper is to analyse the effect of perceived internal responsibility on credibility, by considering the mediating role of quality of service and satisfaction. A survey study was conducted with a total sample of 660 Spanish citizens. Structural equations modelling with PLS (Partial Least Squares) was used to test the overall fit of the model. In sum, results provided support for all the relations hypothesised. Findings and their implications are described.

The Impact of Information Technology on Practicing Human Resources Management in the Public Sector in the United Arab Emirates

2020 ◽  
Vol 17 (1B) ◽  
Author(s):  
Alaa Aldin Al Athmay ◽  
Saadat Alhashmi ◽  
Rafat Abdul Rahim
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Human Resources ◽  
Human Resource ◽  
United Arab Emirates ◽  
Human Resources Management ◽  
Initial Attempt ◽  
Resources Management ◽  
The Public ◽  
The Impact

Abstract This study investigates the impact of Information Technology (IT) on human resource functions of the United Arab Emirates (UAE) public sector organisations. This paper presents the results of a survey of human resources directors (HRDs) in the public sector organisations in the UAE. It is an initial attempt to provide a case study of information and services provided by IT, primarily Web-based self-service, in the human resource function. HRDs was asked about their perceptions on the effectiveness of human resources information systems (HRIS) for their organisations. The results were positive and showed that the scope of HRIS is broad, with almost 28% and 30% of employees contacting HR through email and the Web, respectively. In terms of the perception of HRDs of the impact of HRIS, operational impacts such as the automation of record-keeping, alleviation of administrative burdens, and improving HR efficiency are significant.Concerningthe relational aspect, respondents were clear about HRIS roles such as a reduction in response time and improved service quality but they doubted that HRIS enhances the organisation’s ability to attract top talent, improves awareness or relationships between HR and employees. About transformational aspects such as re-engineering HRM, broadening its scope, improving the quality of services, and retaining knowledge areessential to HRDs. The most critical success factors of HRIS was improved data accuracy and improved HRM services, and inadequate funding and budgeting were fairly rated number one barrier factor to HRIS. Keywords:E-human resources management, Human resources directors,Information technology, Public Sector, United Arab Emirates

scholarly journals The difficulty of an official performing in public administration with a focus on the Czech Republic

2019 ◽  
Author(s):  
Lucie Kamrádová ◽  
Marie Sciskalová
Keyword(s):  
Czech Republic ◽  
Public Administration ◽  
Human Resources Management ◽  
Public And Private ◽  
The Czech Republic ◽  
Resources Management ◽  
The Public ◽  
Public Servant ◽  
New Perspective ◽  
Practical Implications

Purpose – the paper aims to present public administration as a managerial organisation which puts many requirements on its employees, respectively on officials in public administration. In today’s globalised society, the boundaries between the public and private sectors are mutually intertwined. The difficulty of official’s profession, both in terms of knowledge and psychology, is often wrongly criticised by civil society. The paper intends to point out the particular requirements and specify the risks carried by this profession. Research methodology – the basic methods used are from the area of qualitative research. These are methods of analysis, induction and deduction. The method of description is used in the whole paper. Findings – the result of the article is the identification of the principal risks and threats in the exercise of official activity. Research limitations – the authors of the article see a certain limit that it is impossible to assess the demandingness of the official’s performance in terms of the quantitative, as the structure of executive positions within the Czech Republic is problematic. Practical implications – the identified risks can be beneficial for human resources management in public administration, to avoid frequent burnout in this profession. Originality/Value – the paper presents the new perspective of a public servant

Human Resources Management in the Public Sector

2002 ◽  
Vol 41 (3) ◽  
pp. 283-295 ◽  
Author(s):  
Marilyn K. Gowing ◽  
Mary Lou Lindholm
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Human Resources Management ◽  
Resources Management ◽  
The Public

scholarly journals Human Resources Management in the Public Hospital Case of the University Hospital Centre of Oran

2017 ◽  
Vol 8 (1) ◽  
pp. 100
Author(s):  
Ghrissi Larbi
Keyword(s):  
Human Resources ◽  
Public Hospital ◽  
Human Resources Management ◽  
University Hospital ◽  
Resources Management ◽  
The Public ◽  
Hospital Case ◽  
The One ◽  
The University

:it would seem that the University Hospital Centre of Oran suffers from an insufficiency in the control ¶existing human resources and of an inadequacy enters the needs and the profiles ¶existing on the one hand, and that it would not have a true policy of management of ¶human resources which would enable him to benefit best from the resources ¶human available to take up the challenges of management and the development of ¶services provided to the patients.¶

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.

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