scholarly journals The reform of human resource management in the Irish public service

2020 ◽  
Vol 68 (4) ◽  
pp. 97-119
Author(s):  
William K. Roche ◽  
Joanna O’Riordan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Public Service ◽  
Empirical Literature ◽  
Employment Relations ◽  
The Public ◽  
The Past ◽  
External Reviews

AbstractThis paper reviews human resource management (HRM) reforms in the Irish public service over the past twenty-five years. The narrative is based around five HRM themes which have been the main focus of public service reform efforts: performance management, public service careers, leadership, strategic HRM and employment relations. The paper examines all available independent empirical research as well as internal and external reviews commissioned by the public service. The paper contributes to the empirical literature on HRM in the public service and in Ireland, and locates the pattern of HRM reform in the public service in Ireland in comparative context. The paper concludes by noting that while progress has been made, further energy is required in respect of HRM reform.

scholarly journals Human resource management surveys at organizations operating at profitoriented and public spheres

2009 ◽  
pp. 79-86
Author(s):  
Éva Gergely
Keyword(s):  
Resource Management ◽  
Public Sphere ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Modern Human ◽  
The Public ◽  
Private And Public ◽  
And Performance

I introduce the performance management from the area of human resource management that I examined at organizations operating in market environment and in the public sphere as well. The reason of my choice of subject is that the performance management got into the centre of interest also in Hungary lately.The scale of values connecting traditionally to the organizations of the private and public sphere is different vitally, what affected substantive differences of the organization, the management and the human resources management environment. Within these I tried to reveal their performance management system and with their comparison to draw conclusions. I did my surveys at profit oriented organizations and at organizations operating at the public sphere.Performance management is one centre field of modern human resource managing, as the basis of the successful functioning of any company is the possibly most effective operation of its resources. Performance management is a possibility for the company and for the employer to overview the realization of the determined aims and the factors that block or promote accomplishments. Considering the results, the employee and the manager could determine subsequent realistic and accessible aims for the following period. Achievement management is extremelyimportant in those positions where achievement could not be measured accurately.I carried out my surveys according to performance management by observation and data acquisition. I applied questionnaire survey to collect data, or rather made deep interviews; I talked personally with more employees as well.The questionnaire consisted of one data format and performance management questionnaire. I processed the gathered data by computer and visualized graphically. I also did examinations by using statistic methods, by which I was able to get to know the certain organizations deeper and thus it was possible for me to reveal more connections.

scholarly journals Modernization of the public service and human resource management in Ukraine

2018 ◽  
Vol 6 (1-2) ◽  
pp. 42-51
Author(s):  
N. T. Goncharuk ◽  
L. V. Prudyus
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
Human Resources Management ◽  
Resources Management ◽  
The Public ◽  
European Standards ◽  
Main Components

The goal, tasks and essence of the concepts «modernization of the public service» and «human resources management in public service» are defined. The current state and problems of modernization of the public service and human resources management in Ukraine are analyzed; the main components of the reform that provide modernization of the public service and human resources management are disclosed. It has been established that in order to reform and modernize the public service as well as to improve human resources management in the recent years several strategic documents have been adopted in Ukraine, among them one should mention the Strategy of the Public Personnel Policy for 2012-2020, the Strategy for the Reform of the Public Service and Service in Local Self-Government Bodies in Ukraine for the period until 2017 and the Strategy for the Reform of the Public Administration of Ukraine in 2016-2020; their main provisions are developed and, in accordance with the European standards, the priority directions for modernization of the public service and human resource management in Ukraine are defined.

scholarly journals Appraisal in the Public Service, Instrument of Human Resource Management

2014 ◽  
Vol 3 (4) ◽  
pp. 31
Author(s):  
Claude Barreix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
Civil Servants ◽  
Public Performance ◽  
The Public ◽  
Appraisal Process ◽  
Staff Appraisal ◽  
Different Characteristics

The purpose of this article was to put forward staff appraisal process in the Public Service of advanced countries. Even if British and French Civil Services have different characteristics coming from their specific cultures, even if staff appraisal development has followed different rhythms, they meet together to consider that appraisal is a key instrument to improve public performance and Human Resource Management.Pay related to performance (PRP) triggers international debates because some consider it as ineffective and a source of discord inside a working team. But the two countries have to address the problem to find how to motivate their staff. The British civil servants seem less reluctant to PRP than their French homologues who feel more comfortable with a collective approach of appraisal, even if this system is criticized because some poor contributors may hide themselves behind good performers. The solution that could be prescribed would consist in using a collective approach of appraisal in combination of a system rewarding individual performers, in order to motivate staff individually and collectively as well.

Managing for Public Service Performance

2021 ◽  
Keyword(s):  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Public Service ◽  
Public Management ◽  
Diversity Management ◽  
Service Performance ◽  
Management Performance

How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.

scholarly journals Impact of Performance Contracting on Public Service Delivery in the National Government Administration in Kenya: Case of Eldoret West Sub-County

2019 ◽  
Vol 9 (2) ◽  
Author(s):  
Michael Ang’anyo ◽  
Januaris Mbatha
Keyword(s):  
Resource Management ◽  
Service Delivery ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
National Government ◽  
Public Service Delivery ◽  
Performance Contracting ◽  
The Public ◽  
Government Administration

The main aim of this study was to assess the impact of performance contracting on public service delivery, in the National Government Administration, Eldoret West Sub-County.  The study examined the effect of financial stewardship, human resource management and the role of resolution of public complaints on service delivery. Two theories informed this study: The New Public Management Theory and the Principal Agent Theory. Descriptive survey research design was utilized. The target population constituted members of the public who consume public services provided by the 63 National Government Administrative officers in Eldoret West Sub-County (NGAO), 19 Heads of Departments and officials from Non-Governmental Organizations (NGOs). A sample size of 170 respondents was selected using quota sampling technique. Both primary and secondary data were collected. Data analysis and management was done by use of SPSS Version 21 and MS Excel. The gamma measure of association between financial stewardship and service delivery was +0.5. This is a moderate strength pointing to the existence of other factors that drive service delivery. The spearman’s Rank Order measure of correlation (rs) between human resource management and service delivery was +0.67. This indicates moderate association, hence a clear pointer to a combination of other factors driving service delivery. There was minimal variability across the various dimensions of complaints handling mechanisms and their effect on improving service delivery. It was therefore recommended that National Government Administration need to continuously build capacity on both its officers and members of the public on the financial accountability framework, tie human resource management and development practices to other policies as well as engage and sensitize members of the public on performance contracting process and complaints handling mechanisms.

Human Resource Management in the Not-for-Profit Sector

2021 ◽  
pp. 436-457
Author(s):  
Emma Parry ◽  
Clare Kelliher
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Communication ◽  
Public And Private ◽  
The Public ◽  
For Profit ◽  
Hrm Practices ◽  
Not For Profit

This chapter examines human resource management (HRM) in organizations in the not-for-profit sector. It examines the use of HRM practices relating to recruitment, selection, training, reward, performance management, communication, and diversity in not-for profit organizations, drawing on data collected via the Cranet survey. In the light of ongoing debate about how the not-for-profit sector differs from, or is similar to, the public and private sectors, we compare the findings across sectors. Furthermore, in line with commentary about the increasing importance of HRM in this sector, we compare the data collected in 2014/15 with the findings from the 2009/10 survey. We show that many of the HRM practices used in the not-for-profit sector are similar to those used in the public and private sectors, making it difficult to identify a unique not-for-profit approach to HRM. However, we also suggest that some elements of the commonly cited values-based approach to HRM remain.

A Dictionary of Human Resource Management

2017 ◽  
Author(s):  
Edmund Heery ◽  
Mike Noon
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practice ◽  
Industrial Relations ◽  
Employment Relations ◽  
Theoretical Terms ◽  
Recruitment And Selection

Nearly 2,000 entriesThis authoritative dictionary contains succinct, expert definitions that are used in the fields of Human Resource Management and Employment Relations. It covers all areas of Human Resource Management, including recruitment and selection, training and development, performance management, reward, industrial relations, and the design of work and organizations. Theoretical terms and concepts are clearly explained and the main institutions, legal terms, and public policies that are relevant to Human Resource Management are all defined.This new edition of the dictionary has been thoroughly revised and updated to take into account the latest developments in areas such as the gig economy, talent management, international Human Resource Management, critical management studies, and employee engagement. This is a vital companion for students and practitioners in the fields of Human Resource Management and Employment Relations and is an essential resource for anyone studying or working in this important area of management practice.

scholarly journals Priority directions of human resources management improving in the field of public service of Ukraine

2020 ◽  
Vol 8 (6) ◽  
pp. 37-48
Author(s):  
Natalija Honcharuk ◽  
Yuliia Pyrohova
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Public Service ◽  
Human Resources Management ◽  
Public Authorities ◽  
Resources Management ◽  
The Public

The article is devoted to the consideration of modernization of public service and human resources management in public authorities and substantiates the priority areas of improvement of human resources management in the field of public service of Ukraine. It is determined that outdated forms, methods and technologies of personnel management and rather slow transition from the clerical model of personnel management to democratic forms and methods of work with personnel remain are retained in the field of public service. It were analyzed the main forms of social and psychological support of human resources management in the field of public service. It is determined that the institutional capacity of personnel management services and their ability to ensure, in most cases, the effective implementation of strategic human resource management functions remains insufficient today. A new organizational structure of the strategic human resources management service in public authorities is proposed, which should include units on human resources management strategy (policy), selection, accounting, adaptation, development, evaluation, motivation, acmeological support, labor relations and salaries of public servants. It is highlighted that such system should be based on the general principles of human resource management in the public service, which determine the content of its elements and the choice of specific tools, instruments, forms, methods and technologies of human resource management. The particular attention was paid to the fact that the proposed approach should be implemented on an updated attitude to the role and place of socio-psychological components in human resource management in the field of public service. It is substantiated that in order to create a professional, politically neutral, honest and effective public service, along with improving the legislative support of human resources management in the public service, it is necessary to develop institutional capacity and ensure consistency in implementing of new principles of an effective state personnel policy.

scholarly journals Human Resource Management in a Public-Sector Context

2021 ◽  
pp. 414-436
Author(s):  
Peter Leisink ◽  
Rick T. Borst ◽  
Eva Knies ◽  
Valentina Battista
Keyword(s):  
Resource Management ◽  
Public Sector ◽  
Private Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
Industrial Relations ◽  
Public Organizations ◽  
Human Resource Practices ◽  
The Public

Human resource management (HRM) scholars studying HRM in a public-sector context hold that the public-sector context is distinctive despite decades of reforms oriented on private-sector management principles. Distinctive characteristics include (1) the multiple goals that public organizations serve, making vertical alignment of HRM difficult; (2) the constraints on managerial autonomy resulting from red tape and trade union involvement; and (3) employees’ public service motivation, which is antithetical to performance management. However, there is a lack of evidence on public- versus private-sector differences in the human resource practices that are actually applied. Using Cranet 2014/15 survey, this chapter examines whether public-sector institutional characteristics affect the application of human resource practices as theoretically expected. The results show that, compared to the late 1990s, HRM in public organizations continues to differ in some respects from HRM in private-sector organizations, but not in other respects. The traditional belief that public-sector HRM is not outright aimed at efficiency and effectiveness still holds. The public service ethic and the resilience of collectivized industrial relations likely contribute to this. However, the traditional public-sector HRM orientation on employee well-being is less distinctive, which will likely affect the position of public organizations in the labor market.

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