Professional Documents
Culture Documents
There is an urgent need for the development of HRM to cope with external and
internal pressures .
To increase the efficiency and performance , numerous policies and practices have
been initiated in public sector organizations.
However, a strong relationship has been seen between HRM quality in public
sectors and performance of government .
In government sector, HRM has wide importance, it contributes to positive impact
on government budgets, and further it leads to how employees can improve the
efficiency of an organization.
CONTD
Traditional public administration was started with the emergence of civil system
that was rule and procedure based.
Public management focuses on efficiency and results. The globalization of public sector
reform is an example of NPM (New Public Management). It focuses on
performance of staff and status of employees.
Governance models heavily consider citizens as stakeholders. Responsive
governance can be found in the United States. While traditional public administration
is yet to be institutionalized in many countries.
PURPOSE OF THE REPORT
The report focuses on the roles and functions played by HRM in organizations to
improve the performance and effectiveness. of public sector.
The purpose of this report is to find out some important trends, models and related
perceptions that have created an impact on HRM practices around the world in
recent decades.
Furthermore, it points out the variety of principles and values that have played a role
in strengthening the HRM systems
CONTD
The subject of the report “Unlocking the Human Potential for Public Sector
Performance” is most relevant and applicable when managers and leader of the
public sector organizations in both developing and developed countries realize that
there is a strong connection between HRM professional management and
effectiveness of government.
RECOMMENDATIONS
Composition of ideas and practices are organized in the form of chapter structure
and writing style. The report has elaborated the approaches based on Public
management, New public management (NPM) and responsive governance that
enable the human potential to be unlocked within organizations
STRUCTURE OF THE REPORT
Ch 1: The globalization
of public sector reforms
Ch 2: Human
Ch 6: Promoting resource
organizational learning in management and
the public service government
performance
Ch 5: Managing Ch 3: Socio-
people as a strategic economic challenges
choice facing HRM
Ch 4: The
mixed results
of HRM
reforms
CONTD
Chapter: 1
It provides the attributes of three models: traditional public administration, public
management, new public management and responsive governance.
HRM reforms are based on these three models. The model highlights the essential
values to overcome the challenges of HRM. Hence HRM should be evolved
according to the attributes of these three models.
The report depicts that the new evolved HRM can contribute in the
professionalism of public services.
CONTD
Chapter: 2
It is about the quality of human resource management and its impact on government
performance.
HRM reforms should be developed according to the current needs and requirements
of the nation rather than adopting the best practices.
HRM reforms vary from country to country.
Some countries develop the legal framework and make the HRM policies accordingly
and ensure that if the policies are being followed.
CONTD
Chapter: 3
It explains the socio economic pressures on the evolvement of HRM in the public
sector.
The report highlights three important challenges which have an impact on HRM.
First is demographic shifts and ageing population second is labour migration and
last but not the least the report looks at the effects of HIV/AIDS on public sector
management especially in sub-Saharan Africa.
CONTD
Chapter: 4
It explains the structural arrangements of public sector in many developing
countries for example downsizing or outsourcing.
The chapter also focuses on devolution of HRM for the developing countries
when the responsibility transfers to line managers.
The consequences of issues related to labour relations and diversity
management are also briefly discussed in the chapter.
CONTD
Chapter: 5
It discusses some fundamental strategies and core principles for effective HRM in
the public sector.
Other section of this chapter is on legal reform and the need for merit based
appointments and rightsizing are exposed in sufficient detail to comprehend the
options available to policy makers.
HRM and decentralization issues, however, remain under exposed.
CONTD
Chapter : 6
It is on promoting organizational learning in the public sector.
It points out that many researchers believe that governments don’t have the
ability to cope with the rapid changes of the environment.
They find it difficult to spot the problems at an earliest stage and making an
effective policy and programs to rectify the problems, this whole phenomenon
eventually leads to failure of public sector.
METHODOLOGY
Research Onion
CONTD
The report is based on quantitative study and surveys have been conducted for collecting
the enriched data.
Expert’s opinions are taken by using survey as a source of data from different countries.
The data consists of the International Country Risk Guide that includes between 97 to
140 countries and the State Capacity Survey that includes between 97 and 129 countries.
Initially, James E. Rauch and Peter Evans carried out a survey for 35 countries.
Later on, to cover a wider area, 16 African countries were added by United Nations
University.
CONTD
New Public Management (NPM) measures the high level personnel mobility
between both sectors. NPM puts positive impact on equal pay which encourages
officials’ mobility between two sectors.
A strong relationship between public sector wages and public sector
employment is seen which controls the development levels and purchasing power
parity. We have observed a negative association for public sector employment, control
variables, and per capita income
SUMMARY OF THE STATISTICAL FINDINGS
Salaries pose relatively low effect on integrity; however, its impact on integrity is much stronger.
Extra legal remuneration (bribes) has no significant correlation with public service quality.
NPM is not a significant determinant for the quality and integrity in case of civil services.
Firstly, it has excluded the non-wage remunerations like pensions and automobiles;
however, there are pretty much chances that their value is more than the basic salary.
Secondly, the public sector definition varies country wise and duration wise.
However, the author has analyzed and interprets the information accordingly to get
detailed information on remuneration to public servants.
EVALUATION OF THE PROCESS IN TERM OF THE
SHRM APPROACH
Mission is not clearly mentioned in the report; however, after reading the
report; however, the reports focuses on improving the SHRM and
recruitment and selection practices particularly in developing countries.
In term of strategic objectives, the report focuses on the critical role of
people and HRM for effective public administration.
CONTD
In term of long-term focus, we can say that the report was built in 2005
and its determinants are still applicable.
Collaboration aspect has also been highlighted in detail and even the
report was prepared after the collaboration with different teams to improve
the research findings.
CONTD
The inclusion criterion is also very clear; the report focuses on the
traditional public administration, public management and new public
management.
The report does not highlight the integration aspect in detail; however, it
focuses on the global integration of labour market which is modest.
EVALUATION OF THE PROCESS IN TERM OF SHRM
PERSPECTIVE
Strategies Evaluation
Long-Term Focus The report has long term focus in positive direction
Being public company, there are huge references and influences in selection and recruitment
decision which shows an inconsistency between hiring policies and practices.
In term of training, the analysis of improvement in employee productivity is not measured.
Reward system in SNGPL is also faulty, because, the system is not well applied and
employees are not given reward based on their performance. Salaries are fixed at different
levels.
The promotion concept is applicable in case of all employees. Promotion is based on merit;
however, use of references and close relations are also reported.
GAP ANALYSIS IN FORMALIZED AND
OPERATIONALIZED HR PRACTICES IN SNGPL
HR Practices Formalized HR Practices Operationalized HR Practices
Training Analysis, schedules, career development Weak need analysis, non-measurable productivity, no formal policy
PE KPIs, MBOs, open discussion Not well-defined KPIs, PMS is applicable in executive carde
It can be concluded that the results of World Bank (2005) report are applicable in the Pakistani cultural
context; as, the report also states that developing countries are still struggling in improving the SHRM
practices.
The reason is that, the concept of bribery, influence, and references refrain the companies to implement
SHRM practices effectively.
There is a need to re-evaluate this concept in order to improve the performance level in public sector and
make them a competing organizations in international context.
The report also reveals the presence of minic isomorphism presented in the public enterprises. In such
cases, HR practices are not effective in improving performance of public organizations, until these reforms
are implemented practically.
THANKYOU.