Performance of the Public Administrator between Practices of Human Resource Management and Performance of Public Organizations: Case Study Albanian Public Administration

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.

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Influencing public sector performance: studying the impact of ability-, motivation- and opportunity-enhancing human resources practices on various performance outcomes in the public sector

International Review of Administrative Sciences ◽

10.1177/0020852315591642 ◽

2015 ◽

Vol 83 (4) ◽

pp. 717-737 ◽

Cited By ~ 7

Author(s):

Brenda Vermeeren

Keyword(s):

Resource Management ◽

Public Sector ◽

Human Resources ◽

Human Resource Management ◽

Human Resource ◽

Performance Outcomes ◽

Management Performance ◽

The Public ◽

And Performance ◽

Insight Into

Background In response to recent calls in the literature to decompose both the human resources system and performance, this study has examined the effects of ability-, motivation- and opportunity-enhancing human resources practices on the effectiveness, efficiency and fairness of public organizations, with job satisfaction considered as a mediating variable. Aim Insights from Human Resource Management and performance research, mostly conducted in the private sector, have been combined with public management literature in order to gain insight into the Human Resource Management–performance relationship in the public sector. Method Regression analysis with a bootstrapping method was used to test the mediating effects. Results The analysis showed that the three human resources components heterogeneously impact upon the three performance outcomes. Further, the results showed that ability-enhancing and opportunity-enhancing human resources practices are more strongly related to performance outcomes than motivation-enhancing human resources practices. Conclusion Decomposing Human Resource Management and performance provides greater insight into the Human Resource Management–performance relationship. Points for practitioners The results show that investing in Human Resource Management positively influences performance outcomes. Moreover, our results show that various aspects of public performance require different human resources approaches. Investing in ability-enhancing human resources practices seems to be particularly relevant if one wants to enhance effectiveness. All the human resources practices, but especially ability-enhancing ones, are relevant to enhancing efficiency. However, investing in motivation-enhancing human resources practices seems to make little sense if one is seeking to enhance fairness.

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Human Resource Management in a Public-Sector Context

The Oxford Handbook of Contextual Approaches to Human Resource Management ◽

10.1093/oxfordhb/9780190861162.013.19 ◽

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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Human Resource Management in the Public Administration

Organizational Development in Public Administration ◽

10.1007/978-3-030-43799-2_3 ◽

2020 ◽

pp. 61-101

Author(s):

Rocco Reina ◽

Danila Scarozza

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Public Administration ◽

Human Resource ◽

The Public

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Trade unions and human resource management in Britain: case study evidence from the public sector, utilities and manufacturing

Employee Relations ◽

10.1108/01425459610151439 ◽

1996 ◽

Vol 18 (6) ◽

pp. 10-27 ◽

Cited By ~ 4

Author(s):

Peter Fairbrother

Keyword(s):

Resource Management ◽

Public Sector ◽

Human Resource Management ◽

Human Resource ◽

Trade Unions ◽

The Public

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Study of the Relationship between Strategic Human Resource Management and Firm Performance (Case Study: Iran Khodro Company)

Modern Applied Science ◽

10.5539/mas.v11n3p38 ◽

2016 ◽

Vol 11 (3) ◽

pp. 38 ◽

Cited By ~ 1

Author(s):

Matin Jannatian

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Strategic Human Resource Management ◽

Survey Method ◽

Statistical Population ◽

And Performance ◽

And Control ◽

The Relationship

Strategic human resource management is related to strategic and sustainable management and control of the most valuable assets of firm that are staffs working in it helping the company to achieve its goals. The purpose of this paper is to study the relationship between strategic human resource management and performance of Iran Khodro Company. Statistical population of this study includes all staff (54000 members) of Iran Khodro Company that 384 members were chosen out of them using Morgan table. A questionnaire with 28 items was used through survey method to collect data. To test hypotheses, Pearson test was used through SPSS-19 software. According to the obtained results of study, there is a positive relationship between dimensions of human resource management and performance of Iran Khodro Company.

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