HUMAN RESOURCES MANAGEMENT AND THE PUBLIC SECTOR

Prof.As. Dr. Nada Krypa (Tapija)

Abstract


Human resource management (HRM) is an integral part of any organization. It basically involves the management of the workforce or the members of the organization. It involves the process of selecting, weeding out, training, assessing, and rewarding members or workers. HRM also seeks to evaluate leadership in the organization, as well as the corporate culture, ensuring that these comply with labor laws. HRM works to manage human corporate and organizational activities in the hope of improving the general standing and performance of the organization. This paper now seeks to establish a general overview of human resources management, including its functions and its relation to public administration. This paper is being carried out in order to establish a general understanding of HRM functions, including their general applicability to corporations and to the public sector.


Full Text:

PDF

References


Amado, Rivka. “Checks, Balances, and Appointments in the Public Service: Israeli Experience

in Comparative Perspective.” Public Administration Review 61.5 (2001): 569-584. Print.

Armstrong, Michael. Human resource management practice: A Handbook of Management

Practice. Cambridge University Press. 2006. Web. 25 May 2012

Bouckaert, Geert and Leo Victor. “Pride and Performance in the Civil Service:

The Flemish Case.” International Review of Administrative Sciences 67.1 (2001): 65-76. Print.

Bourgault, Jacques and Mary Gusella. “Performance, Pride and Recognition in the Canadian

Federal Civil Service.” International Review of Administrative Sciences 67.1 (2001): 29-47. Print.

Cable, Daniel and Turban, Daniel. “The value of organizational reputation in the recruitment

context: A brand-equity perspective. Journal of Applied Social Psychology, 33(2003): 2244–66. Print.

Carlson, Kevin, Connerly, Mary and Mecham, Ross. “Recruitment evaluation: The case for

assessing the quality of applicants attracted.” Personnel Psychology, 55 (2002): 461–90. Print.

Collins, Christopher and Han, Jian. “Exploring applicant pool quantity and quality: The effects

of early recruitment practices, corporate advertising, and firm reputation.” Personnel Psychology, 57 (2004): 685–717. Print.

Elliott, Robert and S. Tevavichulada. “Computer Literacy and Human Resource Management: A

Public/Private Sector Comparison.” Public Personnel Management 28. 2 (1991): 259-274. Print.

Fulmer, Ingrid, Gerhart, Barry and Scott, Kimberley. “Are the 100 best better? An empirical

investigation of the relationship between being a “great place to work” and firm performance.” Personnel Psychology, 56 (2003): 965–93. Print.

Green, Marnie. “Beware and Prepare: The Government Workforce of the Future.”International

Recruitment and Selection Strategies. Washington, D.C.: IPMA-HR, 2002. Print.

Hays, Steven and Jessica Sowa. “Staffing the Bureaucracy: Recruitment and Selection in

Government.” In Stephen Condrey (Editor) Handbook of Human Resource Management in Government. San Francisco: Jossey-Bass. 2004. Print.

Hendrickson, Anthony. “Human Resource Information Systems: Backbone Technology of

Contemporary Human Resources.” Journal of Labor Research 24. 3 (2003): 381-394. Print.

Hopkins, John. “Evolution and Revolution: Enduring Patterns and Transformation of Latin

American Bureaucracy.” In A. Farazmand (Editor) Handbook of Comparative and Developmental Public Administration. New York: Marcel Dekker, 1991. Print.

Kearney, Richard and Steven Hays. “Reinventing Government: The New Public Management

and Public Personnel Systems: A Critical Assessment of Dubious Deductions and Hidden Agendas.” Review of Public Personnel Administration 18.4 (1998): 38-54. Print.

Mayo, Elton. Hawthorne and the Western Electric Company. Massachusetts: Harvard Business

School, 1945. Print.

Merkle, Judith. Management and Ideology. California; University of California Press, 1980.

Print.

Rynes, Sara, Colbert, Amy and Brown, Kenneth. “HR professionals’ beliefs about effective

human resource practices: Correspondence between research and practice.” Human Resource Management 41 (2002): 149–74. Print.

Sezi, Prisca. “Reaffirming the Values of Professionalism in Public Administration: The Ugandan

Experience.” International Review of Administrative Sciences 63.3 (1997): 377-382. Print.

Stevens, Michael and Campion, Michael. “Staffing work teams: Development and validation of a

selection test for teamwork settings.” Journal of Management, 25 (1999): 207–28. Print.

Ulrich, Dave. Human Resource Champions: The next agenda for adding value and delivering

results. Boston, Mass.: Harvard Business School Press, 1996. Print.

United Nations. “Human Resources for Effective Public Administration in a Globalized World.”

Web. 25 May 2012.

United Nations Security Council. “Role of human resources in revitalizing public

administration.” 2004. Web. 25 May 2012.


Refbacks

  • There are currently no refbacks.


Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.



International Educational Scientific Research Journal is licensed under a Creative Commons Attribution 4.0 International License Based on a work at www.iesrj.com

Copyright © 2016 INTERNATIONAL EDUCATIONAL SCIENTIFIC RESEARCH JOURNAL.

Disclaimer: Articles on International Educational Scientific Research Journal have been previewed and authenticated by the Authors before sending for the publication. The Journal, Chief Editor and the editorial board are not entitled or liable to either justify or responsible for inaccurate and misleading data if any. It is the sole responsibility of the Author concerned.