LA FORMACIÓN DE LOS EMPLEADOS PÚBLICOS TRAS EL EBEP: ¿CAMBIO DE PARADIGMA

2010 ◽  
pp. 637-688
Author(s):  
RAFAEL JIMÉNEZ ASENSIO
Keyword(s):  
Human Resources ◽  
Civil Servant ◽  
Civil Servants ◽  
Professional Career ◽  
The Public ◽  
Recursos Humanos ◽  
Selection Policies

La formación de empleados públicos ha sido objeto de una atención marginal. El objeto de este estudio es analizar hasta qué punto la aprobación del EBEP y los instrumentos de innovación de la gestión de personas allí recogidos suponen realmente un cambio de paradigma en la manera de comprender la formación de empleados públicos. La política de formación de empleados públicos tiene un carácter transversal y tiene, asimismo, una naturaleza instrumental. El presente trabajo desarrolla un análisis integral de la formación en el marco del cambio de paradigma que representa el EBEP en la gestión de recursos humanos, poniendo en valor la importancia que la formación tiene para articular políticas selectivas, la carrera profesional o la evaluación del desempeño en el empleo público. Superar el actual «modelo agotado» de formación exige ver la misma como un deber o responsabilidad del empleado público. Enplegatu publikoen prestakuntza baztertu samar egon da. Lan honek, hain zuzen, aztertzen du noraino aldatuko ote duten paradigma, enplegatu publikoen prestakuntza ulertzeko moduan, Enplegatu Publikoaren Oinarrizko Estatutua onartzeak eta han jasotzen diren pertsonen kudeaketa berritzeko tresnek. Enplegatu publikoak prestatzeko politika zeharkakoa izateaz gain, instrumentala ere bada. Azterlan honetan oso-osoan aztertzen da enplegatu publikoen prestakuntza, aipatu estatutuak baliabideen kudeaketari dagokionez dakarren paradigma-aldaketaren ikuspegitik. Halaber, baloratu egiten da prestakuntzak duen garrantzia, hautaketa-politikak, karrera profesionala edo enplegu publikoko lanaren ebaluaketa antolatzeko orduan. Gaur egungo prestakuntza-eredua «agortuta» dago. Beraz, gainditu beharra dago, eta, horretarako, ezinbestekoa da enplegatu publikoaren eginbehar edo erantzukizun moduan hartzea prestakuntza. The civil servants¿ training has been subject of marginal attention. The aim of this study is to analyzse to what extent the passing of the Basic Statute for the Civil Servants and the instruments of innovation for the personal administration therein do really imply a change in the paradigm of understanding the civil servants¿ training. The policy on the civil servant¿s training has a transversal character and also an instrumental nature. This present work develops an integral study on the training within the framework of the change of paradigm which entails the EBEP for the management of human resources, by enhacing the importance training has in order to articulate selection policies, the professional career or the evalutaion of the performance of the public employment. Overcoming the current «outdated model» of training calls for considering it as a duty or responsibility by the civil servant.

Peningkatan Profesionalisme Pegawai Negeri Sipil Dilihat Dari Sistem Rekrutmen Berbasis Kompetensi

2013 ◽  
Vol 10 (1) ◽  
pp. 49
Author(s):  
Muhammad Ridwan
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Resource Planning ◽  
Civil Servant ◽  
Civil Servants ◽  
Human Resource Planning ◽  
Vacant Position

Quality of human resources-civil servants, among others, which is determined by the recruitment processof seeking and finding HR activities-civil servant who has the motivation, ability, skills and knowledgerequired to carry out its duties in office. Organizational recruitment as human resource planning must becomprehensive programmed to be able to predict the needs of both quantity and quality as well asplanning professionals. Theoretically, many methods and selection techniques to evaluate applicantsaccording to a vacant position within the organizationKeywords: professionalism, recruitment, competence

scholarly journals Gestão Estratégica de Recursos Humanos: já se Pode Falar dela na Administração Pública em Moçambique?

Revista Foco ◽  
2019 ◽  
Vol 12 (3) ◽  
pp. 138
Author(s):  
Albino Alves Simione
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Public Management ◽  
New Public Management ◽  
Human Resources Management ◽  
Private Companies ◽  
The Public ◽  
New Public ◽  
Management Concepts ◽  
Recursos Humanos

A gestão estratégica de recursos humanos no setor público constitui-se como desafio contemporâneo para a sustentabilidade dos programas de governo. Estratégias relacionadas à reforma da gestão de pessoal são recomendadas por vários praticantes, pesquisadores e organizações internacionais especializadas, com o propósito de que os governos as adotem para melhor gerir seus funcionários como meio de garantir resultados positivos. As recomendações propõem o uso de abordagens estratégicas na gestão de recursos humanos fundamentadas na modernização das respetivas políticas, inspiradas nas concepções da New Public Management que advogam uma administração mais eficiente baseada nas práticas aplicadas pelas empresas privadas. Porém, pairam questões sobre a aplicabilidade dessas recomendações, bem como sobre de que modo a gestão estratégica de pessoas, mecanismo pensado fundamentalmente para as empresas privadas, irá se efetivar na área pública. O ensaio foi baseado em uma revisão bibliográfica e documental e enfatiza o contexto do serviço público em Moçambique. The strategic management of human resources in the public sector constitutes a contemporary challenge for the sustainability of government programs. Strategies related to personnel management reform are recommended by a number of practitioners, researchers, and specialized international organizations, with the aim of governments adopt them to better manage their employees as a means of ensuring positive results. The recommendations propose the use of strategic approaches in human resources management based on the modernization of their policies, inspired by the New Public Management concepts that advocate a more efficient administration based on the practices applied by private companies. However, questions remain about the applicability of these recommendations, as well as how the strategic management of people, a mechanism designed primarily for private companies, will be implemented in the public area. The essay was based on a literature and documentary review and emphasizes the public service context in Mozambique.

scholarly journals Los institutos y escuelas de Administración Pública como centros de gestión del conocimiento para la innovación. la experiencia de la EFIAP.

2019 ◽  
pp. 72-84
Author(s):  
Francisco SAAVEDRA GARCÍA ◽  
Ángel INIESTA NICOLÁS
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Public Administration ◽  
Effective Management ◽  
Continuous Training ◽  
The Public ◽  
Administrative Action ◽  
Rapid Changes ◽  
Recursos Humanos

Laburpena: Administrazio publikoak gaur egun duen erronka handienetako bat honako hau da: zerbitzatzen duen gizarteak bizi dituen aldaketa azkar eta etengabeetara egokitzeko gaitasun nahikoa izatea. Egia esan, Administrazio publikoa aldakorra den ingurunera egokitzeko aski arina izateaz gain, aldaketa horiei aurre hartzeko gai ere izatea nahiko genuke. Prestakuntza eta, bereziki, ezagutzaren kudeaketa aldaketa faktorea dugu, eragina izan behar duena administrazioaren ekintzaren modernizazioa eta kalitatean. Horrenbestez, enplegatu publikoaren etengabeko prestakuntzaren bidez eskuratzen den ezagutza horrek administrazio berri batera egokitu behar du, eta administrazio horrek prestakuntza, giza baliabideen eskubide batez harago, profesionalizazio eta aldaketarako elementu gisa ulertu beharko du, kudeaketa eraginkorrago eta efizienteagoa lortze aldera. Hori dela eta, Murtziako Eskualdeko Administrazio Publikoko Prestakuntza eta Berrikuntza Eskolan (aurrerantzean, EFIAP) ezagutzaren kudeaketa funtsezko tresna iruditzen zaigu berrikuntzarako, administrazioaren aldaketarako eta langileen motibaziorako, izaera publikoaren balioa nabarmenduz prestakuntza-ekintza guztietan. Hau da, herritarrei ematen zaien zerbitzu horrek izan behar du Administrazioaren izateko eta jarduteko arrazoia. Resumen: Uno de los principales desafíos a los que se enfrenta hoy día la Administración pública es el de tener suficiente capacidad de adaptación a los continuos y rápidos cambios que vive la sociedad a la que sirve. En realidad, la Administración pública no solo debe ser suficientemente ágil para adaptarse al medio cambiante, sino que sería deseable que fuese capaz de anticiparse a esos cambios. La formación, y más concretamente la gestión del conocimiento, es un factor de cambio que debe incidir en la modernización y calidad de la acción administrativa. Por ello, el conocimiento a través de la formación continua del personal empleado público debe adaptarse a una nueva Administración que reconozca dicha formación, no sólo como un derecho de sus recursos humanos, sino como un elemento de profesionalización y cambio para una gestión más eficaz y eficiente. Por esta razón, desde la Escuela de Formación e Innovación de la Administración Pública de la Región de Murcia (en adelante EFIAP) apostamos por la gestión del conocimiento como la herramienta esencial para la innovación, el cambio en la Administración y la motivación de su personal, inculcando el valor de lo público en todas las acciones formativas. En definitiva, una Administración en la que en su razón de ser y actuar esté el servicio a la ciudadanía. Abstract: One of the main challenges facing the public administration today is to have sufficient capacity to adapt to the continuous and rapid changes that the society it serves experiences. In reality, public administration must not only be sufficiently agile to adapt to the changing environment, but it would be desirable if it were able to anticipate these changes. Training, and more specifically knowledge management, is a factor of change that must affect the modernization and quality of administrative action. Therefore, knowledge through the continuous training of public employed personnel must be adapted to a new Administration that recognizes such training, not only as a right of its human resources, but as an element of professionalization and change for more efficient and effective management. For this reason, from EFIAP we are committed to knowledge management as the essential tool for innovation, change in administration and the motivation of its staff, instilling the value of the public in all training actions. In short, an Administration in which service to citizenship is its raison for being and acting

scholarly journals Organizational Behavior in the Central Public Institutions

2019 ◽  
Vol 25 (2) ◽  
pp. 163-168
Author(s):  
Evelyne Ingrid Mitu ◽  
Elena Loredana Comănescu
Keyword(s):  
Human Resources ◽  
Qualitative Analysis ◽  
Organizational Behavior ◽  
Public Service ◽  
System Analysis ◽  
Service System ◽  
Public Institutions ◽  
Civil Servants ◽  
The Public ◽  
The Relationship

Abstract Redefining recruitment systems and evaluating civil servants to take into account a number of general macroeconomic issues. Professionalization of the public function in order to identify future practical solutions to recruitment and evaluation processes is necessary to make a decision on several fundamental aspects of the public service system. Analysis of the relationship between the available human resources and the probable evolution of the quantitative and qualitative analysis of the existing resources as well as the design of future resources.

scholarly journals Pemahaman Gender PNS di Lingkungan Dinas Pemberdayaan Perempuan dan Perlindungan Anak Pemerintah Daerah Kabupaten Bengkalis

2020 ◽  
Vol 4 (1) ◽  
pp. 74
Author(s):  
Titin Sumarni
Keyword(s):  
Qualitative Analysis ◽  
Gender Equality ◽  
Child Protection ◽  
Women's Empowerment ◽  
Civil Servant ◽  
Civil Servants ◽  
Women’S Empowerment ◽  
Public Knowledge ◽  
Public Response ◽  
The Public

This article is about the understanding and the implementation of civil servants’ gender understanding in the Department of Women's Empowerment and Child Protection in Bengkalis Regency Government. In addition, it also asks the public response on the implementation of program-based gender conducted by the civil servant. The data obtained through the questionnaires toward 36 respondents and did the interviews to the informants who have been chosen based on various interests. This data was analyzed by descriptive qualitative analysis. The results found that the civil servants’ understanding based on gender in Department of Women's Empowerment and Child Protection of the Bengkalis Regency Government already understands the gender well, so that the programs carried out always consider welfare based on gender equality. In addition, it contributes to the strengthening public knowledge about welfare based on gender equality.

scholarly journals A Comunicação Pública como abordagem teórica empírica na estratégia de comunicação em uma instituição de ensino superior.

Revista Foco ◽  
2018 ◽  
Vol 11 (2) ◽  
pp. 101
Author(s):  
Klinger Pereira ◽  
Flávia Luzia Oliveira da Cunha Galindo
Keyword(s):  
Human Resources ◽  
Public Administration ◽  
Organizational Communication ◽  
Qualitative Approach ◽  
Public Communication ◽  
Communication Policy ◽  
Official Document ◽  
The Public ◽  
Recursos Humanos

O presente artigo aborda a experiência de um estudo de caso que buscou no pensamento da Comunicação Pública (CP) propor uma política de comunicação para uma Instituição Federal de Ensino Superior (IFES), que desde sua fundação, 1910, não possui um documento oficial de comunicação para relacionamento com públicos estratégicos. Logo, com base na técnica de pesquisa auditoria de comunicação organizacional, uma abordagem de caráter qualitativo esquadrinhou as ambivalências internas e externas da comunicação organizacional e levantou o conjunto de recursos humanos, produtos e tecnologias que compõem o sistema de comunicação da IFES. Os resultados mostram as particularidades destes elementos e exemplifica de que maneira a Comunicação Pública pode ser adota como recurso estratégico em IFES, e por conseguinte, na Administração Pública brasileira.  The present article approaches the experience of a case study that sought in the thought of the Public Communication (CP) to propose a communication policy for a Federal Institution of Higher Education (IFES), that since its foundation, 1910, does not have an official document of communication with strategic audiences. Therefore, based on the research technique of organizational communication auditing, a qualitative approach scrutinized the internal and external ambivalences of organizational communication and raised the set of human resources, products and technologies that make up the IFES communication system. The results show the particularities of these elements and exemplifies how Public Communication can be adopted as a strategic resource in IFES, and therefore, in the Brazilian Public Administration.

THE HUMAN FACTOR – RESOURCE AND VULNERABILITY WITHIN THE ADMINISTRATION SECTOR

2021 ◽  
Vol 17 (1) ◽  
pp. 385-388
Author(s):  
Andreea Nicoleta MANCAȘ ◽  
Cosmin-Daniel NEDELCU
Keyword(s):  
Human Resources ◽  
Public Administration ◽  
Human Factor ◽  
Civil Servant ◽  
Critical Infrastructures ◽  
The Public ◽  
The Law ◽  
And Performance ◽  
It Human Resources

Abstract: The public administration represents the subsector of one of the 12 sectors with critical infrastructures in Romania, namely the Administration sector. Its role is to ensure the organization and concrete execution of the law, in order to protect the rights and freedoms of citizens. The efficiency and performance of the public administration is mainly determined by the effectiveness of the civil servant. That is why the human factor is the main resource in the administration sector, being also the most vulnerable element of this sector. The unpredictability of human resources makes measures to reduce the vulnerabilities caused by it (human resources) the most difficult to manage.

Prospects for the personnel potential development of the Samara region state authorities and local self-government

2020 ◽  
Vol 22 (1) ◽  
pp. 103-108
Author(s):  
DENIS V. BEREZOVSKY ◽  
◽  
ELENA V. KOLCHUGINA ◽  
Keyword(s):  
Professional Development ◽  
Human Resources ◽  
Civil Servants ◽  
Human Resources Development ◽  
Legal Regulations ◽  
Personnel Policy ◽  
Municipal Service ◽  
The Public ◽  
Potential Development ◽  
Practical Session

The article is devoted to the topical issues of human resources development of public and municipal authorities. The authors traced the main stages of legal regulations at different directions of personnel policy concerning the public and municipal service both at the federal and regional levels. It is noted that the normative expansion of forms of professional development of civil servants is supported by the appearance of additional educational events, such as seminars, trainings, master classes, round tables and conferences, along with traditional forms of professional retraining and professional development.The experience of the Samara region in implementing state and municipal personnel policy in the period from 2018 to 2019 is presented. Examples of implemented project initiatives are given. Standardization, digitalization, and implementation of national projects are the main goals of the Samara region’s personnel policy for 2020–2024. The public presentation of Strategy for personnel policy of the Samara region was held at the I Regional personnel practical session ‘Personnel 2.0. Human resources technologies for national projects’ in December 2019.

scholarly journals HARAPAN MAHATHIR KEPADA PENJAWAT AWAM MALAYSIA BAHARU: ANALISIS UCAPAN TUN DR. MAHATHIR MOHAMAD

2021 ◽  
Vol 4 (2) ◽  
pp. 116-126
Author(s):  
Joyce Lynn-Sze Cheah
Keyword(s):  
Qualitative Analysis ◽  
Prime Minister ◽  
Civil Servant ◽  
Visionary Leadership ◽  
Civil Servants ◽  
First Year ◽  
Leadership Communication ◽  
Public Servants ◽  
The Public ◽  
Analysis Package

Abstract: The purpose of this article is to identify the aspects that Mahathir stressed on his first year of office as the 7th Prime Minister of Malaysia. The focus of this study is from the aspect of visionary leadership, namely the vision formation and vision delivery to civil servants through his speeches. This was done by content analyzing Mahathir's five speeches during the YAB Prime Minister's Monthly Meeting with the Public Servants in the Prime Minister's Department (JPM) from May 2018 to May 2019. Themes from the speech texts were analyzed using the NVivo12 qualitative analysis package. The results showed that there were four themes that are often emphasized in Mahathir's speech, namely civil servant responsibility, national recovery, values and loyalty. This study also showed that the combination of these themes formed by Mahathir has its own thoughts in uplifting the spirit of civil servants to restore the country. Keywords: Leadership communication, Mahathir’s speeches, Visionary leadership     Abstrak: Matlamat artikel ini adalah untuk mengenalpasti aspek-aspek yang ditekankan oleh Mahathir dalam ucapan sepanjang tahun pertama beliau memegang jawatan sebagai Perdana Menteri Malaysia ke-7. Fokus kajian ini adalah dari segi kepimpinan bervisi, iaitu pembentukan dan penyampaian visi Mahathir kepada penjawat awam melalui ucapan beliau. Ini dilakukan dengan menganalisis kandungan lima ucapan Mahathir semasa Perhimpunan Bulanan YAB Perdana Menteri bersama Penjawat Awam di Jabatan Perdana Menteri (JPM) dari bulan Mei 2018 hingga Mei 2019. Tema dalam teks ucapan dianalisis menggunakan pakej analisis kualitatif NVivo12. Hasil kajian menunjukkan terdapat empat tema yang sering ditekankan dalam ucapan Mahathir, iaitu tanggungjawab penjawat awam, pemulihan negara, nilai murni dan kesetiaan. Kajian ini turut memperlihatkan bahawa kombinasi tema ini yang terbentuk daripada Mahathir mempunyai pemikiran tersendiri dalam menaikkan semangat penjawat awam memulihkan negara. Kata kunci: Komunikasi kepimpinan, Kepimpinan bervisi, Ucapan Mahathir

scholarly journals LEGAL LIABILITY AS AN ELEMENT OF THE LEGAL STATUS OF CIVIL SERVANTS

Social Law ◽  
2019 ◽  
pp. 20-26
Author(s):  
К. Lyubimov
Keyword(s):  
Public Relations ◽  
Legal Status ◽  
Civil Servant ◽  
Legal Liability ◽  
Civil Servants ◽  
Legal Responsibility ◽  
Applicable Law ◽  
The Public ◽  
Definition Of ◽  
The Individual

The article reviews the scientific positions on understanding the concept of "legal responsibility", considers it as a positive and retrospective liability, and also proposes its own definition of legal liability of a civil servant. Emphasis is placed on distinguishing the civil servant's legal liability from the ordinary employee's legal liability, since the civil servant's legal responsibility is at the heart of each official's official activity, follows from the powers conferred, is a guarantee of the civil servants' observance of the law, civil service principles and their proper performance ulcers, etc. The legal responsibility of a civil servant is considered, which is quite complex and multifaceted in contrast to the legal liability of ordinary citizens, since it is connected with the powers of the individual, the performance of their individual actions and functions, the exercise of administrative and administrative-legal influence on public relations in the state. Accountability of civil servants has both general and specific features of legal liability. The scientist has identified a number of features that distinguish the legal liability of civil servants from the legal liability of ordinary workers. Such features include: 1) the legal liability of a civil servant is characterized by an increased level of liability of such persons for similar crimes, offenses or disciplinary offenses as provided by the current legislation; 2) increased possibilities for applying the head of the department, directly subordinate to a civil servant, to have powers to identify disciplinary actions and to bring a civil servant to disciplinary responsibility; 3) the broad effect of the legal liability of a civil servant for the offenses committed; 4) the purpose of legal responsibility consists not only in punishment of the guilty person, restoration of the violated rights and interests of the person, carrying out preventive activity, but also in ensuring in the further proper fulfillment by the civil servant of his official duties, prevention of behavior which could discredit the public service and the public employee as a whole; 5) features of its classification. The author of the article emphasizes that applying to a civil servant a certain type of legal responsibility not only condemns a civil servant by applying to him a state coercion, but also encourages other persons to behave properly and properly perform their official duties, to prevent committing actions that directly prohibited by applicable law.

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