Do public sector HR-Managers promoting professionalism

1. HUMAN RESOURCE MANAGEMENT Key principles and practices associated with HRM date back to the beginning of mankind. Mechanisms were developed for the selection of tribal leaders, for example, and knowledge was recorded and passed on to youth about safety, health, hunting, and gathering. More advanced HRM functions were developed as early as 1000 and 2000 B.C. Employee screening tests have been traced back to 1115 B.C. in China, for instance. And the earliest form of industrial education, the apprentice system, was started in ancient Greek and Babylonian civilizations before gaining prominence during medieval times. Since the inception of modem management theory, the terminology used to describe the role and function of workers has evolved from "personnel" to "industrial relations" to "employee relations" to "human resources." While all of these terms remain in use, "human resources" most accurately represents the view of workers by contemporary management theory: as valuable resources managed in the same manner as other valuable resources, according to the authors of Human Resource Management. The need for an organized form of HRM emerged during the industrial revolution, as the manufacturing process evolved from a cottage system to factory production. As the United States shifted from an agricultural economy to an industrial economy, companies were forced to develop and implement effective ways of recruiting and keeping skilled workers. In addition, industrialization helped spur immigration, as the country opened its borders to fill industrial positions. Filling these jobs with immigrants, however, created an even greater need for adequate management of employees. Between the 1880s and the 1940s, immigration rose significantly and remained robust until World War II. Advertisements circulated throughout the world depicting the United States as the land of opportunity where good-paying industrial jobs were plentiful. As a result, the country had a steady stream of low-skill, low-cost immigrant workers who occupied manufacturing, construction, and machinery operation positions. Even though these employees performed largely routine tasks, managers faced serious obstacles when trying to manage them since they spoke different languages. Early human resource management techniques included social welfare approaches aimed at helping immigrants adjust to their jobs and to life in the United States. These programs assisted immigrants in learning English and obtaining housing and medical care. In addition, these techniques promoted supervisory training in order to increase productivity.

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management is also a strategic and

comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. Human Resource Management ("HRM") is a way of management that links people-related activities to the strategy of a business or organization. HRM is often referred to as "strategic HRM". It has several goals: - To meet the needs of the business and management (rather than just serve the interests of employees); - To link human resource strategies / policies to the business goals and objectives; - To find ways for human resources to "add value" to a business; - To help a business gain the commitment of employees to its values, goals and objectives The literature HUMAN RESOURCE MANAGEMENT Developing countries operate in a dynamic global environment and often, as changes happen elsewhere, developing countries move in stride to adopt and accommodate the new developments. The 1990s was when the new concept of Human Resource Management was introduced in Africa. Personnel management departments and units were changed into human resource functionary units, but mostly without any significant changes in people management practices. The mainstream literature propounds that human resource management is a result of the evolution of Personnel Management. In response to the changes in the management and business environment, human resources management had to assume a strategic role rather than an administrative or operational role associated with the more traditional approach(Beaumont,1992;Schuler and Huber, 1993).The literature on Human Resource Management identifies four characteristics which distinguish Human Resource Management, giving it an architect role, from traditional personnel management: integration of human resource policies and practices with organizational strategies, a holistic; coordinated approach to policies and practices for managing people at work; a primary focus on the individual employee as opposed to the collective relations within the organizations; strong organizational value and culture emphasizing a sustainable match between the values of employees and the organization, whereby key elements of HR add value to the organization and returns on investment is simultaneously achieved (Storey, J. 1992). Other important features of Human Resource Management designed to increase employee commitment and motivation towards organizational goals while meeting the personnel needs of employees include the following: greater employee participation in work organization and management, and the strengthening of the role of line managers through approaches such as quality circles; increased internal public

relations through corporate videos; joint consultation committees, with membership open to all employees regardless of union membership; employee share-ownership schemes; and performance appraisals to determine training, development and performance feedback. Individualized pay: determined by performance, competencies and market factors, rather than cost of living or collectively negotiated increases; and single status employment conditions and benefits removing the Distinction between manual and staff employees (Anthony,Perrewe and Kacmar, 1996). The Public Sector Human Resource Managers Network has been created in recognition of the need to create professionalism in the way in which we manage human resources in the public sector. Furthermore, its goal is also to provide a forum in which countries can share experiences and best practices, whilst reminding each other that public sector efficiency and its effectiveness in achieving desirable outcomes can only be realized if we have a motivated and satisfied public sector employees. The Network is a pivotal milestone to professionalism in Human Resources Management in Africa. THE ROLE OF HUMAN RESOURCE MANAGERS Previously, complexity was associated with business organizations operating in competitive environments. The emergence of the New Public Management Model has changed the landscape, and public sector organizations face comparable levels of complexity. There is more demand for quality and a reliable service from the public and there is more competition for financial and human resources. Public institutions have to legitimize their existence, necessitating the adoption of complex outcomefocused systems and procedures. NPM model is a result of the quest for minimal government, it is about reinventing government through an emphasis on steering, as opposed to rowing; empowering communities rather than only delivering services; encouraging competition rather than monopolies; enabling public services to be driven by their missions rather than rules; concentrating on earning, not just spending; decentralizing authority, and solving problems by leveraging the Market-place, rather than simply creating public programs (Gaebler, 1992; Ndumbaro, 2006). When Human Resource Management takes a strategic approach to Organizational issues, Human Resource Management views all managers as human resource managers. HRM issues are not simply the province of the human resource unit. Rather, all managers must take responsibility for the efficient and effective utilization of their employees. By the same token, human resource managers view their role as essentially supportive of the operating line managers. That is, they should see their role as advising, helping, and providing expert guidance to line managers on human resources issues (Anthony,Perrewe and Kacmar, 1996).HRM is seen to support organizational business strategies through internally consistent practices and policies and expected to contribute to the following goals: productivity or service quality enhancement through increased contributions of individuals and teams; statutory compliance; gaining competitive advantage through employee participation; workforce

flexibility and Empowerment; and developing a supportive organizational culture through organizational development (Schuler and MacMillan, 1984; Schuler, 1992). In human resource management, HRM strategies - human resource planning, recruitment and selection, performance management, reward management, human resource development, labour relations are translated into policies and actions which are to be implemented by HR specialist and generalist supporting the line managers, who now have HR responsibilities in addition to their functional work of finance, engineering, etc. PROFESSIONALISM IN HUMAN RESOURCES MANAGEMENT Professionalism can be looked at as a multidimensional concept. Where by the manner in which a discipline has evolved, how it is organized, managed, implemented and the parameters set, etc., make it a distinct clearly identifiable approach to societal or material problem. The Oxford Dictionary of English (2003) describes professionalism as both the competence and skills expected of professional and the practice of an activity, by professionals rather than amateur players. There are debates as to whether Human Resource Management deserves to be considered a profession. This is because either people with, minimal training on the discipline are given responsibility for the function of our organizations, or the absence of accreditation bodies for human resource management Professionals (such as the engineering registration board in many countries). Nonetheless, it is argued that HRM is increasingly becoming a profession, as it has evolved from traditional personnel management to its current level, in which Senior HR officers are expected to be functional experts, capable administrators and business oriented internal consultants with global awareness (Schulerand Huber, 1993). The African Public Sector Human Resource Managers Network has-been created in recognition of the need to create professionalism in the way in which we manage human resources in the public sector. Furthermore, its goal is also to provide a forum in which countries can share experiences and best practices, whilst reminding each Other that public sector efficiency and its effectiveness in achieving desirable outcomes can only be realized if we have motivated and satisfied public sector employees. The Network is a pivotal milestone to professionalism in Human Resources Management in Africa. Heskett James L. and Schlesinger L. (1994) in their book the Service Profit Chain How Leading Companies Link Profit and Growth to Loyalty, Satisfaction and value, associate internal service quality to a desired level of staff satisfaction that induces both employee

Loyalty, retention and employee productivity, leading to increased creativity and innovativeness to improving service quality, quantity and types. The final outcome is profit and increased market share in an increasingly competitive environment. This Service Profit Chain model is relevant to public sector organizations as the emergence of the New Public Management Model has changed the landscape and public sector organizations face comparable levels of complexity as the private sector. There is more demand for quality and reliable services from the public; there is more competition for financial and human resources and public institutions have to legitimize their existence necessitating the adoption of complex outcome focused systems and procedures. NPM model is considered a result of the quest for minimal government; it is about reinventing government with the emphasis on steering as opposed to rowing; empowering communities rather than only delivery of services; encouraging competition rather than Monopolies, public services driven by their missions rather than rules; concentrating on earning, not just spending; decentralizing authority, and solving problems by leveraging the market-place, rather than simply creating public programs (Gaebler, 1992;Ndumbaro,2006) Public sector organizations must seek the achievement of internal Service quality, desired level of staff satisfaction, loyalty, retention, productivity, increased creativity and innovativeness in service delivery, to achieve the outcome of satisfied and loyal citizenry positively contributing to national growth and development. This is because when public service organizations work effectively in country, then the country is better placed to be a competitive global player and attract more investment and trade opportunities. This implies more income generating activities, employment and revenue. The increased interactions and the cross- fertilization of ideas between a robust private sector and the public sector may also lead to better system of governance, reduced corruption, increased transparency, and countries becoming attractive for industry and international capital. It is for achieving this close linkage between systems of governance and national wealth and well being, that the African Public Service Charter was created and adopted. The Charter recognizes that Africa has to make headways in how the public sector is managed so that we can achieve well functioning state institutions that enable national and international efforts and resources, to be productive and competitive within our continent and contribute to the wellbeing of Africans. The concept of strategic HRM in the public sector became especially important with the rise of new public management (NPM) in the 1980s. Even after the heyday of NPM reforms, HRM has not lost its

appeal because the approach draws attention to strategic HR issues both at the micro and macro levels. While the NPM approach emphasized BJM decentralization and accordingly HRM on micro level, the post-NPM era has brought new vitality to the macro level (see, e.g. Pollitt and Bouckaert (2004) for a discussion on The Neo-Weberian state).One of the main questions in implementing strategic HRM in the public service is related to finding an optimal balance between centralization and decentralization, i.e. to how the roles and responsibilities are divided between the central institution and individual organizations. The standard view is that it is easier to design and implement strategic HRM in centralized systems. However, centralization of the HRM function does not automatically signify existence of strategic HRM, since even in very centralized systems; HRM may not be sufficiently integrated into strategic governance mechanisms. Similarly, decentralization does not mean exclusion of strategic HRM. However, in a decentralized system the role of the central coordinator becomes crucial to ensure a more integrated and holistic approach towards HRM. If this function is not carried out well, individual ministries and agencies may fill up the resulting strategic vacuum to some extent by developing strategic HRM on the micro level, but it might not lead to the strategic approach to the development of the public service as a whole. There are several other factors specific to the public sector that might influence the adoption of a fullfledged strategic HRM approach. First, strategic management in the public sector is specific in character (Allison, 1992; Stewart, 2004). The multiplicity and diversity of its objectives, the complexity of measuring performance and a tendency to conflicts between its different goals and stakeholders make strategic management and thus, achievement of both a vertical and a horizontal integration, more difficult. Second, public managers are subject to close scrutiny under various schemes or oversight bodies established by the legislature in ways that are quite uncommon in the private sector. Such scrutiny often constrains executive and administrative autonomy to act in pursuit of the strategic approach. There are more constraints on procedures and spheres of operation, a greater tendency to proliferation of formal specifications and controls, and less decision-making autonomy and flexibility of managers than in private sector. The complexity and detail of the statutory framework prescribing the working conditions of public servants may make HR managers passive and reactive followers of the rules rather than proactive developers of HRM tools and improvers of their implementation. Third, political environment may influence the implementation of strategic HRM since successful HRM in the public sector requires not only support from top managers but also political support (Storey, 1989). Thus, in countries, which can be characterized relatively high political instability and frequent political changes, the limited time horizon of political leaders may cause them to fail to address strategic HR policies seriously (Alas and Sepper, 2008).Yet another problem that may impede sector-wide implementation of strategic HRM is the difference of approaches to HRM on the central

and organizational level. For instance, if the institution with coordinating responsibilities favours hardHRM (Good erhamet al.2004), but organizations prefer to implement a soft approach (Truss et al., 1997),the cohesion of overall HR practices and policies might suffer and their horizontal coordination might be poorer than expected by the strategic model. Although there are more problems and constraints in implementing strategic HRM in the public sector compared to the private sector, public organizations could still benefit from the strategic approach (Stewart, 2004). A strategic fit between an organization Public sector HRM and its environment is at the heart of the strategic HRM model. What is also important is the nature of the strategic fit between the strategic HRM model itself and the particular environment in which it is applied (McCourt and Ram gutty-Wong, 2003). On the one hand, a strategic HRM model can succeed if the limits of the legal and political environment of the public service are taken into account and the strategic HRM model is followed on both micro and macro levels. Professionalism is not a straightforward concept to define. As a number of commentators have noted, the word "profession" is, today, almost synonymous with occupation: the term professional is now applied to a wide range of such individuals as footballers and cricketers. 1. The professional has skills or expertise proceeding from a broad knowledge base. 2. The professional provides a service based on a special relationship with those whom he or she serves. This relationship involves a special attitude of beneficence tempered with integrity. This includes fairness, honesty and a bond based on legal and ethical rights and duties authorized by the professional institution and legalized by public esteem. 3. To the extent that the public recognizes the authority of the professional, he or she has the social function of speaking out on broad matters of public policy and justice, going beyond duties to specific clients. 4. In order to discharge these functions, professionals must be independent of the influence of the State or commerce. 5. The professional should be educated rather than trained. This means having a wide cognitive perspective, seeing the place of his or her skills within that perspective and continuing to develop this knowledge and skills within a frame work of values. 6. A professional should have legitimized authority. If a profession is to have credibility in the eyes of the general public, it must be widely recognized as independent, disciplined by its professional association, actively expanding its knowledge base and concerned with the education of its members. If it is widely recognized as satisfying these conditions, then it will

possess moral as well as legal legitimacy, and its pronouncements will be listened to with respect. HRM IMPLEMENTATION ACTIVITIES To fulfill their basic role and achieve their goals, HRM professionals and departments engage in a variety of activities in order to execute their human resource plans. HRM implementation activities fall into four functional groups, each of which includes related legal responsibilities: acquisition, development, compensation, and maintenance. ACQUISITION Acquisition duties consist of human resource planning for employees, which includes activities related to analyzing employment needs, determining the necessary skills for positions, identifying job and industry trends, and forecasting future employment levels and skill requirements. These tasks may be accomplished using such tools and techniques as questionnaires, interviews, statistical analysis, building skill inventories, and designing career path charts. Four specific goals of effective human resource planning are:
1. Sustaining stable workforce levels during ups and downs in output, which can reduce

unnecessary employment costs and liabilities and increase employee morale that would otherwise suffer in the event of lay-offs. 2. Preventing a high turnover rate among younger recruits. 3. Reducing problems associated with replacing key decision makers in the event of an unexpected absence. 4. Making it possible for financial resource managers to efficiently plan departmental budgets. The acquisition function also encompasses activities related to recruiting workers, such as designing evaluation tests and interview methods. Ideally, the chief goal is to hire the most-qualified candidates without encroaching on federal regulations or allowing decision makers to be influenced by unrelated stereotypes. HRM departments at some companies may choose to administer honesty or personality tests, or to test potential candidates for drug use. Recruitment responsibilities also include ensuring that the people in the organization are honest and adhere to strict government regulations pertaining to discrimination and privacy. To that end, human resource managers establish and document detailed recruiting and hiring procedures that protect applicants and diminish the risk of lawsuits. DEVELOPMENT. The second major HRM function, human resource development, refers to performance appraisal and training activities. The basic goal of appraisal is to provide feedback to employees concerning their performance. This feedback allows them to evaluate the appropriateness of their behavior in the eyes of their coworkers and managers, correct weaknesses, and improve their contribution. HRM professionals must devise uniform appraisal standards, develop review techniques, train managers to administer the appraisals, and then evaluate and follow up on the effectiveness of performance reviews. They must also tie the appraisal process into compensation and incentive strategies, and work to ensure that federal regulations are observed. Training and development activities include the determination, design, execution, and analysis of educational programs. Orientation programs, for example, are usually necessary to acclimate new hires to the company. The HRM training and education role may encompass a wide variety of tasks, depending on the type and extent of different programs. In any case, the HRM professional ideally is

aware of the fundamentals of learning and motivation, and must carefully design effective training and development programs that benefit the overall organization as well as the individual. Training initiatives may include apprenticeship, internship, job rotation, mentoring, and new skills programs. COMPENSATION. Compensation, the third major HRM function, refers to HRM duties related to paying employees and providing incentives for them. HRM professionals are typically charged with developing wage and salary systems that accomplish specific organizational objectives, such as employee retention, quality, satisfaction, and motivation. Ultimately, their aim is to establish wage and salary levels that maximize the company's investment in relation to its goals. This is often successfully accomplished with performance based incentives. In particular, HRM managers must learn how to create compensation equity within the organization that doesn't hamper morale and that provides sufficient financial motivation. Besides financial compensation and fringe benefits, effective HRM managers also design programs that reward employees by meeting their emotional needs, such as recognition for good work. MAINTENANCE. The fourth principal HRM function, maintenance of human resources, encompasses HRM activities related to employee benefits, safety and health, and worker-management relations. Employee benefits are non-incentive-oriented compensation, such as health insurance and free parking, and are often used to transfer nontaxed compensation to employees. The three major categories of benefits managed by HRM managers are: employee services, such as purchasing plans, recreational activities, and legal services; vacations, holidays, and other allowed absences; and insurance, retirement, and health benefits. To successfully administer a benefits program, HRM professionals need to understand tax incentives, retirement investment plans, and purchasing power derived from a large base of employees. Human resource maintenance activities related to safety and health usually entail compliance with federal laws that protect employees from hazards in the workplace. Regulations emanate from the federal Occupational Safety and Health Administration, for instance, and from state workers' compensation and federal Environmental Protection Agency laws. HRM managers must work to minimize the company's exposure to risk by implementing preventive safety and training programs. They are also typically charged with designing detailed procedures to document and handle injuries. Maintenance tasks related to worker-management relations primarily entail: working with labor unions, handling grievances related to misconduct such as theft or sexual harassment, and devising systems to foster cooperation. Activities in this arena include contract negotiation, developing policies to accept and handle worker grievances, and administering programs to enhance communication and cooperation.

OVERVIEW OF THE CHARTER The Charter for Public Service in Africa defines a framework to guide the Public Services in Africa in taking such legislative regulatory, technical and practical measures to create a conducive environment for their proper functioning and improve the quality of service and the speed at which they are delivered. Thus, the Charter states and defines the principles and rules of conduct for Public Services employees. On the other hand it obliges the Public Service to fulfill certain human resource management conditions in order to keep the employees committed and motivated to serve.

2.1 Fundamental Principles of the Charter and the Code of Conduct for Public. The Charter is anchored on the following fundamental principles: Equality of Treatment: Treatment of citizens without discrimination on grounds of race, gender, religion, ethnic group, philosophical or political convictions, or other personal considerations or traits. Neutrality: Respect for the Government of the day Legality: Provisions of Public Services to be in conformity with the law and existing regulations. Continuity: Public Service provision to be on an on-going basis, the right to strike shall be exercised within the provisions of this principle. In accordance with the above principles, the Code of Conduct for Public Service employees that is outlined in the Charter demand that employees conduct themselves in a manner that enhances public confidence and the image of the Public Service by upholding professionalism and ethical values in performance of their duties. Specifically, the Code of Conduct obliges Public Servants to: (a) Maintain high level of integrity and moral rectitude, by desisting from any act which is inconsistent with ethics and morality such as misappropriation of public funds, favoritism, Discrimination, influence peddling, and acceptance of bribes etc. (b) Observe the principle of conflict of interest by not engaging in transactions or having any financial, commercial or material interests that might be incompatible with their functions, responsibilities or duties, and to declare interest whenever necessary. (c) Declare personal or family assets if they occupy certain leadership positions as stipulated by law. (D) remains politically neutral and observes confidentiality of official information to which they are privy, even after leaving office. In terms of service delivery, the Charter calls for: (a) A decentralized service delivery system to ensure proximity and easy accessibility of Public Services to the recipients. (b) Participation and consultation with civil society and other key stakeholders and means of redress for recipients of Public Services as well as the employees. (c) Continuous review of service delivery systems to attain quality, effectiveness and efficiency. (d) Periodic exercises to evaluate Public Service performance and dissemination of the results to the public. (e) Transparency in dealing with service recipients by providing the necessary information and reasons for decisions taken. Hence Public Services are urged to establish and strengthen receptions and information Units. (f) Respect for deadlines in service delivery. (g) Observance of and respect of personal privacy, individual freedoms and human rights. Hence files should not contain information on the private life, health or any information that may violate the privacy of individuals without the express Permission of the individuals concerned