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Chapter 4 - HRM

The document discusses human resource management in the public sector. It covers the functions of people management, different HRM methods including performance-related pay and total quality management, and trends in developing public sector HRM like privatization and flexible working patterns. It also discusses key governance issues in HRM today such as an ageing population, diversity, and leadership.

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nganpt21403c
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22 views13 pages

Chapter 4 - HRM

The document discusses human resource management in the public sector. It covers the functions of people management, different HRM methods including performance-related pay and total quality management, and trends in developing public sector HRM like privatization and flexible working patterns. It also discusses key governance issues in HRM today such as an ageing population, diversity, and leadership.

Uploaded by

nganpt21403c
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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HUMAN RESOURCE

MANAGEMENT IN PUBLIC SECTOR


Chapter 4
CONTENT
1. The functions of people management in the public
sector

2. Human resource management methods

3. Key governance issue in HRM today

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1. HUMAN RESOURCE MANAGEMENT

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1. HUMAN RESOURCE MANAGEMENT
Factors impact personnel management

- the ownership, sector, size, tradition and stage of development of an


organization;
- the political, economic, social, technological, international and legal
contexts;
- the degree of stability or turbulence of the environment;
- the philosophy of people management held by senior executives;
- the competence and capacity of the organization to resource people
effectively

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1. HUMAN RESOURCE MANAGEMENT
Changes in world of work
- End of “career for life” – job mobility and new career patterns
- Perception of job insecurity
- Flexible modes of employment
- Feminisation of the labor market
- Globalisation and internationalization of goods, services, finance, information
and workers
- Continuing demographic and labor market changes, ageing workforce
- New skills profile, educated labor force and rising expectation
- ICT revolution including e-commerce and e-government
- The emerging knowledge economy

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1. HUMAN RESOURCE MANAGEMENT
HRM: a business – oriented approach to managing people.

Core ideas:
- People are an organization’s most important resource and the key to its
success
- People are an organization’s most important resource and the key to its
success
- Human resources strategy must be integrated with business strategy to ensure
the achievement of organizational goals and objectives.
- Employees must be committed to the organization’s mission, goals and
objectives and to its values to ensure ‘business’ success.
- The right to manage is legitimized by the need for the organization to survive
in competitive environments and to achieve its goals and objectives
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2. HUMAN RESOURCE MANAGEMENT METHOD

“Hard” HRM: strategy


and utilization. Focus
on head counts, cost
and performance

HRM

“Soft” HRM: people –


centered policies

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2. HUMAN RESOURCE MANAGEMENT METHOD
PERFORMANCE – RELATED PAY (PRP – SINCE 1986)

Require criteria to evaluate the efficiency and effectiveness of department

Individual appraisal by period

Tight financial and performance targets

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2. HUMAN RESOURCE MANAGEMENT METHOD
STRUCTURE RE-ENGINEERING

Divide into smaller departments with managerial authority

Full control of all personnel matters

Differences in structure, policies and procedures

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2. HUMAN RESOURCE MANAGEMENT METHOD
TOTAL QUALITY MANAGEMENT - TQM

Quality standards for all parts of public sector

Private sector becomes the benchmark for development

“Customer-first” practice

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2. HUMAN RESOURCE MANAGEMENT METHOD
TRENDS ON THE DEVELOPMENT OF PUBLIC SECTOR HRM

Flexible
Privatization
working pattern
• Same employment • Flexible pay
conditions with • Short-term
private sector contracts

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2. HUMAN RESOURCE MANAGEMENT METHOD
CAREER – BASED VS POSITION BASED SYSTEM

Career - based Position based

Lifetime job Short term


Internal selection for promotion
based on performance and External candidates
achievement
Less power for line managers Flexible power for line managers
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3. KEY GOVERNANCE ISSUES IN HRM TODAY

Ageing of Diversity Leadership


population

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