Human Resource Management in Bangladesh Civil Service: Constraints and Contradictions

2003 ◽  
Vol 26 (1) ◽  
pp. 35-60 ◽  
Author(s):  
Noore Alam Siddiquee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Civil Service ◽  
Service Constraints

scholarly journals Służba cywilna w ujęciu Strategii Zarządzania Zasobami Ludzkimi w Służbie Cywilnej do 2020 roku

2021 ◽  
pp. 77-93
Author(s):  
Agnieszka Łukaszczuk
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Civil Service ◽  
Human Resources Management ◽  
Modern Human ◽  
Development Programs ◽  
Government Administration ◽  
Promotion System ◽  
Institutional Efficiency

The subject of this study is the issue of modern human resource management in the civil service in government administration offices. The basis of government administration human resources management are public service motivation (PSM) supported by the Human Resource Management Strategy in the Civil Service until 2020. The aim of the study was to investigate how the Strategy supports the development of government administration staff based on the methodology of human resource management. The methods of motivation of administration staff are training courses, individual professional development programs, and the remuneration and promotion system. These activities support the institutional efficiency of the state by improving the quality of services in government administration offices and the competences of civil service corps members. The strategy also finds its justification in the implementation of the systemic assumptions of the Civil Service, according to which the civil service corps acts to ensure professional, reliable, impartial and politically neutral performance of the state’s tasks (Article 153).

scholarly journals MOTIVASI DAN DISIPLIN KERJA PENGARUHNYA TERHADAP KINERJA PEGAWAI KANTOR REGIONAL X BADAN KEPEGAWAIAN NEGARA DENPASAR MELALUI LINGKUNGAN KERJA SEBAGAI VARIABEL INTERVENING

2021 ◽  
Vol 2 (1) ◽  
pp. 11-23
Author(s):  
Wayan Arya Paramarta ◽  
Komang Budi Arnawan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Work Environment ◽  
Human Resource ◽  
Civil Service ◽  
Employee Performance ◽  
Partial Least Square ◽  
Service Agency ◽  
Regional Office ◽  
Insignificant Effect

Human resource management should build disciplinary behaviour for employees who compete competitively in the current era of globalization. Besides, with the existence of human resource management, it is expected that they have to create the best performance for companies that want to advance or develop, so they are required to have quality employees. The purpose of this study was to analyses the influence between motivation and work discipline on employee performance at the Regional Office X Denpasar State Civil Service Agency through the work environment as an intervening variable. The type of data used in this study is qualitative data and quantitative data, with data sources namely data. primary and secondary. The data collection method was carried out by distributing questionnaires to respondents, while the data analysis method in this study used Partial Least Square (PLS) with Smart PLS version 3.2.9. The results of this study indicate that motivation has a positive but insignificant effect on employee performance, work discipline has a positive but insignificant effect on employee performance, motivation has a positive and significant effect on the employee work environment, work discipline has a positive and significant effect on the employee work environment, work environment. positive and significant effect on employee performance. Furthermore, motivation has a positive but not significant effect on performance through the work environment of employees, work discipline has a positive and significant effect on performance through the work environment of the employees of Regional Office X Denpasar State Civil Service Agency.

The politicization of senior civil service in Korea: a human resource management perspective

2018 ◽  
Vol 7 (4) ◽  
pp. 412-425 ◽  
Author(s):  
Chang Kil Lee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Civil Service ◽  
Leadership Change ◽  
Content Type ◽  
Management Processes ◽  
Management Perspective ◽  
Prior Literature

PurposeThe purpose of this paper is to examine the politicization of senior civil service (SCS) in Korea from a human resource perspective. To be specific, it is to explore how much the SCS has been politicized after its inception in 2006 and to discover what has strengthened it.Design/methodology/approachThis paper employs the human resource management perspective with five stages, selection, rotation, education, promotion and compensation, which are related with different weights to four causes of politicization: political desire to control, leadership change, public demands and political interest.FindingsThis paper argues that politicization of SCS in Korea has gradually increased during the last 10 years. It also found that, while selection and promotion is strongly politicized, education and compensation is weakly politicized.Originality/valueThis paper mainly draws increasing politicization after it was introduced. Little prior literature has explored the politicization of SCS in human resource management processes and its causes for Korea.

Civil Service Reform in Japan and Korea: Toward Competitiveness and Competency

2002 ◽  
Vol 68 (3) ◽  
pp. 389-403 ◽  
Author(s):  
Pan S. Kim
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Political Development ◽  
Civil Service ◽  
Civil Service Reform ◽  
Modern Times ◽  
Full Picture ◽  
Closed Systems ◽  
The Government

Governmental problems still exist in Japan and Korea even though the two nations have achieved substantial economic and political development in modern times. Such problems include a low ranking in world competitiveness in government and a lack of competency. Furthermore, rigid and closed systems for employment and promotion still prevail without many improvements in human resource management. Recently, both the Japanese and Korean governments have paid serious attention to new challenges such as globalization and informatization. In order to improve competitiveness and competency, both governments have attempted to reform the civil service in more flexible and open manners. Japan and Korea as geographic neighbors have, in general, many similarities, although some may see more differences than similarities. This article cannot provide a full picture of both nations’ governmental problems, but a study of civil service reform is meaningful for improving human resource management in the government of both countries as well as understanding Asian public personnel management.

Human resource management under change in the Romanian civil service in an international context

2010 ◽  
Vol 32 (3) ◽  
pp. 281-309 ◽  
Author(s):  
Jozsef Poor ◽  
George Plesoianu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Labour Force ◽  
Good Practice ◽  
Content Type ◽  
New Public

PurposeThe purpose of this paper is to present a number of initiatives which have been spearheaded by the Romanian government in the field of HRM in the civil service. A more specific purpose is to determine the modelling strategy which best reflects the reform programme of HRM in the civil service, the topic of our study.Design/methodology/approachThis paper attempts to supplement existing research into New Public Management (NPM) by outlining the modernisation of a range of public HR functions in the country, and it would like to explain how this special issue arose, to provide a historical perspective for the work undertaken by the Romanian National Civil Servant Agency (NACS) and to outline the context and significance of each of the attempts at modernisation in the HRM field.FindingsEmpirical evidence shows that the centralised Romanian civil service is in need of serious change if it is to deliver a more efficient and less politically driven level of practice. Many external and internal organisational forces such as the demographics of the labour‐force, technology and privatisation – as well as the erosion of confidence in government institutions have drastically altered the environment of the civil service in Romania. Consequently, traditional Human Resource Management (HRM) approaches no longer work.Practical implicationsAt this point, in the authors' opinion, the time has come to devote more attention to decentralisation and to formulating the terms of so‐called best or good practice.Originality/valueThe paper seeks to bridge the gap by reporting on the research and consulting work of the authors in the Romanian civil service.

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