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.

PUBLIC ADMINISTRATION REFORM IN SERBIA – SIGMA Monitoring Report 2019

2020 ◽  
Vol 12 (3) ◽  
pp. 109-117
Author(s):  
Stevan Lilic
Keyword(s):  
European Union ◽  
Resource Management ◽  
Service Delivery ◽  
Human Resource Management ◽  
Public Administration ◽  
Human Resource ◽  
Public Service ◽  
Public Service Delivery ◽  
Public Administration Reform ◽  
Monitoring Report

In context of the public administration reform implementation program, SIGMA – OSCE presented key finding of its Serbia 2019 Monitoring Report. The event brought together high-level SIGMA experts, representatives and officials from various government bodies and civil society organizations, as well as representatives from the European Commission and the EU Delegation, to discuss the current challenges and priorities in the areas of public service and human resource management and public service delivery . The opening speeches were given by Dr. Gregor Virant (Head of SIGMA), Sem Fabrizi (Ambassador and Head of Delegation of the European Union to the Republic of Serbia), Prof. Mihailo Jovanović (Director at Office for Information Technologies and e-Government), Branko Ružić (Minister of Public Administration and Local Self-Government) and Ana Brnabić (Prime Minister of Serbia).The detailed key-note presentation of the Key Findings and Recommendations of the SIGMA 2019 Monitoring Report for Serbia in the Areas of areas of Public Service and Human Resource Management and Public Service Delivery was delivered by Annika Uudelepp from the SIGMA team, followed by lively interactive discussion sessions moderated by Milena Lazarević from the Center for European Policy. Focus areas for the 2019 Monitoring Report were selected jointly by the Organization for Economic Co-operation and Development and the European Commission, as the selected areas of public service and human resource management and public service delivery are considered relevant to Serbia’s European Union integration process and are important aspects of the policy dialogue relating to the ongoing accession negotiations. The 2019 Monitoring Report follows up on the 2017 analysis and recommendations and provides an overview of the “state of play” and main developments with a detailed analysis based on related SIGMA Principles of Public Administration measured against the indicators of the Methodological Framework for the Principles of Public Administration.

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.

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.

scholarly journals Perceived Influence of Performance Standard on Quality Public Service Delivery in National Government Administration in Elgeyo Marakwet County, Kenya

2021 ◽  
Vol 3 (1) ◽  
pp. 116-127
Author(s):  
Kibet Rodgers Sirkoi ◽  
Peter Omboto ◽  
Richard Musebe
Keyword(s):  
Quality Of Service ◽  
Service Delivery ◽  
Performance Appraisal ◽  
Public Service ◽  
Performance Standards ◽  
National Government ◽  
High Quality ◽  
Public Service Delivery ◽  
Government Administration

The provision of high-quality public service has for a long time been a challenge, especially in developing nations. There is an outcry of poor service provision in the public sector. This necessitated the government to implement performance appraisal which is an integral component of performance management strategy for the achievement of high quality of service delivery. The paper determined the perceived influence of performance standards on quality public service delivery in the National Government Administration in Elgeyo Marakwet County, Kenya. This study was anchored on Goal setting theory. An Explanatory research design was used. The study targeted a population of 219 National Government Administrative Officers (NGAOs) which yielded a sample of 141 respondents. The research utilised a stratified sampling technique while closed-ended questionnaires were used to collect data. The validity and reliability of questionnaires were realised through conducting a pilot study, Cronbach Alpha tests and guidance from research study supervisors. Mean and standard deviation was calculated, while multiple regression analysis (MRA) was used for inferential statistics. The t-test statistics was used to test the hypotheses of the study at a 5% significant level, while the f-test was applied to test the relationship between performance appraisal and quality public service delivery at a 5% significant level. The study finding revealed that performance standards had significant influence on quality of service deliver (β2 = .161; p = .046 < .05). The study concluded that performance standards influenced quality public service delivery in National Government Administration in Elgeyo Marakwet County, Kenya. The study recommends that National Government Administration should fully implement all the stages and stick to requirements of performance appraisal to achieve the provision of high-quality public service delivery. The study suggests further studies be done on performance-based compensation.

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 PENGELOLAAN MUSEUM PEMERINTAH DENGAN MODEL BADAN LAYANAN UMUM (SUATU TINJAUAN) (THE MANAGEMENT OF GOVERNMENT’S MUSEUM USING A PUBLIC SERVICE AGENCY MODEL (A REVIEW))

2016 ◽  
Vol 2 (1) ◽  
pp. 89
Author(s):  
Dwi Agus Ujianto ◽  
Fitri Isharyanto
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
Service Agency ◽  
Financial Flexibility ◽  
Agency Model ◽  
The Public ◽  
Technical Management ◽  
The Government

ABSTRAKMuseum pemerintah merupakan museum yang didirikan oleh pemerintah/pemerintah daerah. Saat ini, pengelolaan museum pemerintah dilaksanakan dengan pola Unit Pelaksana Teknis (UPT) yang tidak fleksibel dalam pengelolaan keuangan dan sumber daya manusia. Oleh karena itu, untuk meningkatkan kinerja museum pemerintah, pemerintah memerlukan suatu terobosan yang dapat digunakan dalam pengelolaan museum pemerintah. Terobosan itu adalah dengan membentuk Badan Layanan Umum (BLU) museum pemerintah. BLU memiliki fleksibilitas dalam pengelolaan keuangan, antara lain pengelolaan kas, pendapatan, dan belanja. BLU juga memiliki fleksibilitas dalam pengadaan barang/jasa. Selain itu, BLU jugamemberikan fleksibilitas dalam merekrut tenaga profesional di luar Pegawai Negeri Sipil (nonPNS), serta fleksibilitas dalam memberikan imbalan jasa kepada pegawai sesuai dengan kontribusinya. Dengan demikian, BLU museum pemerintah dapat meningkatkan pelayanan kepada masyarakat secara efektif, efisien, produktif, dan akuntabel. Pada akhirnya, masyarakat akan merasa puas terhadap kinerja museum pemerintah. Selain itu, peningkatan kinerja tersebut dapat meningkatkan kebutuhan masyarakat akan museum pemerintah.Kata Kunci: Keuangan, Fleksibilitas, Pengelolaan, Museum Pemerintah, Badan Layanan Umum. ABSTRACTGovernment’s museum is a museum established by the government/local government. Currently, the government’s museum apply technical management unit (UPT) model in managing museum which has no flexibility in financial and human resource management. To improve the performance of the government’s museum, government need a breakthrough in managing the museum, namely through establishment of government’s museum Public Service Agency (BLU). The BLU offers financial flexibility such as management of cash, revenue, and expenditure. It also has flexibility on procurement of goods/services. In addition, the BLU also have flexibility in hiring non-civil servants professional and in deciding employee’s compensation. Thus, the BLU of government’s museum is expected to improve its services to the public efficiently, effectively, productively, and accountable. Eventually, the public will be satisfied with government museum’s performance. Futhermore, it will increase the public need of the existence of government museum.Keywords: Financial, Flexibility, Management, Government’sMuseum, Public Services Agency

Sign in / Sign up

Export Citation Format

Share Document