Benchmarking of human resources management

2008 ◽  
Vol 6 (2) ◽  
pp. 25-31 ◽  
Author(s):  
David M. Akinnusi
Keyword(s):  
Public Sector ◽  
Human Resources Management ◽  
Critical Evaluation ◽  
Strategic Partnership ◽  
Resources Management ◽  
The Public ◽  
Hrm Practices ◽  
Litmus Test ◽  
Collaborative Efforts

This paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestions for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grown professionally.

Algorithmic governance in public sector: is digitization a key to effective management

2020 ◽  
Vol 11 (9) ◽  
pp. 2149
Author(s):  
Aurelija Pūraitė ◽  
Vaiva Zuzevičiūtė ◽  
Daiva Bereikienė ◽  
Tetyana Skrypko ◽  
Leonid Shmorgun
Keyword(s):  
Public Sector ◽  
New Technologies ◽  
Human Resources Management ◽  
Digital Transformation ◽  
Ethical Standards ◽  
Effective Management ◽  
Resources Management ◽  
The Public ◽  
Strategic Actions ◽  
New Strategies

While algorithmic governance in the public sector can lead to increased efficiency and cost-effectiveness, the implementation of those digital innovations can also result in multiple forms of harm: data bias can lead to reinforcement of inequality, discrimination, and criminalization of already marginalized populations; lack of accountability and transparency in decision-making can lead to injustices; societal trust and the legitimacy of public sector institutions may suffer; privacy and fundamental human rights may be threatened, ethical standards challenged. Digital transformation, leading to algorithmic governance, may be challenged in times of crisis, such as the recent pandemic outbreak, as new technologies in public sector institutions and forms of data-driven surveillance and intrusive monitoring are introduced in the name of public security and social need.  This research focuses in affirming the assumption that the effective management in the public sector, first of all, is determined by the ability of this sector to transform the perception of the services delivered; secondly, it requires strategic actions to enable the systemic and coherent digital transformation of the public sector; and lastly, the new strategies of human resources management in the public sector should be considered. The focus is concentrated on understanding how the implementation of digital tools to the public sector and public services correlate with algorithmic governance concept and what impact digitization has on the effectiveness of management in the public sector.

scholarly journals The Role of Information Technology Competency in Activating of Human Resources Management Practices/ Applied Study in the Informatics and Communications Public Company in Iraq

2019 ◽  
Vol 25 (116) ◽  
pp. 43-67
Author(s):  
Nada Ismaeel Jabbouri Qammach
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Resources Management ◽  
Hrm Practices ◽  
Technology Competency ◽  
Public Company ◽  
Role Of Information

This research aims to clarify the role of Information Technology Competency (ITC) with dimensions' (IT Usage, IT Knowledge, and IT Operations) as an independent variable in the activation of Human Resources Management Practices (HRM Practices) as a dependent variable with dimensions' (Training and Development, Recruitment, Job Design, and Performance appraisal). Based on this, the correlation and effect relationships between the independent and dependent variables are determined by formulating two main hypotheses. There are a significant relationship and effect of IT competency with HRM practices within the dimensions. Furthermore, the scope and population of this research are the Informatics and Communications Public Company in Iraq. A quantitative design methodology was used to examine the relationships among variables of this research was used and the researcher adopted the descriptive-analytical approach. The questionnaire was distributed to a number of employees and managers (responders'), they were selected randomly and included 76 respondents. The statistical program (SPSS) was used to analyse the data through the use of statistical and descriptive methods such as mean, variation coefficient, and standard deviation, to analyze and describe data for correlation hypothesis testing, and simple linear regression coefficient to test impact hypothesis. The most important of conclusions to this study indicated that is a   correlation among the HRM practices are related to IT competencies, Hence, there is an effective relationship positively between research variables.

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 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 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

Bharat Electronics Limited (BEL) — HRD & IR Interventions

1991 ◽  
Vol 16 (1) ◽  
pp. 63-73
Author(s):  
A Monappa
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Human Resources Management ◽  
Chief Executive ◽  
Work Culture ◽  
Positive Interventions ◽  
Resources Management ◽  
Strategic Initiatives

What is the role of the Chief Executive in effecting change of work, culture and practices? The case presented here describes a series of strategic initiatives taken by Captain Prabhala, the Chief Executive, to improve human resources management in BEL — a public sector electronics unit. Initially, he had one question in his mind : Where should he begin? After initiating certain positive interventions, however, his concern was : How do I sustain what I have started?

Sign in / Sign up

Export Citation Format

Share Document