scholarly journals Factors Influencing Human Resource Professionals` Perceptions of the Effectiveness of Civil Service Reform in Six U.S. State Governments

2013 ◽  
Vol 28 (1) ◽  
pp. 67-91
Author(s):  
Kim Jung In
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Civil Service ◽  
Pay For Performance ◽  
State Governments ◽  
Human Resource Professionals ◽  
Civil Service Reform ◽  
Managerial Competencies ◽  
Assessment Survey ◽  
At Will

Civil service reform has been carried out to achieve ideological, political, and technical changes in various countries. Most research about civil service reform has attempted to find factors that influence the extent and intensity of reform elements such as at-will employment, pay for performance, and broadbanding. No prior study has systematically examined factors that affect human resource professionals` perceptions of the effectiveness of civil service reforms. This study focused on that issue, using 2010 Civil Service Reform Assessment survey data from six U.S. state governments to examine the relationships between factors associated with human resources professionals` managerial competencies and demographic characteristics and their perceptions of the effectiveness of civil service reforms with regard to both goal achievement and process. Among its findings was that human resources professionals` competency in consultation on civil service reform with officials in other states was likely to be positively associated with their perceptions of the effectiveness of civil service reforms.

scholarly journals Perceptions of the role and contribution of human resource practitioners in a global petrochemical company

2011 ◽  
Vol 12 (3) ◽  
pp. 370-384
Author(s):  
H Pieterse ◽  
Sebastiaan Rothmann
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Business Performance ◽  
Internal Line ◽  
Job Requirements ◽  
Petrochemical Company ◽  
Assessment Survey ◽  
Human Resource Practitioners ◽  
Human Resource Personnel

The value-adding contribution of human resources departments in organisations has often been questioned. It is not clear whether human resource practitioners are adding value according to organisational managers’ expectations. The objective of this study was to compare the perceptions of human resource practitioners in a global petrochemical company concerning expected and real contributions to business performance with those of their internal clients. Stratified samples of human resource personnel (N = 128) and their internal line customers (N = 67) were taken. The Human Resource Role-Assessment Survey was administered. The results showed that human resource practitioners and their line customers agree on the importance of the human resources roles that enable business performance, indicating that human resource practitioners have a good understanding of their job requirements. However, both human resource practitioners and their line customers perceive the performance of human resource practitioners to be average, which is lower than the expected level of performance as indicated by importance scales.

scholarly journals The future challenges facing South African human resource management

1995 ◽  
Vol 26 (3) ◽  
pp. 108-114
Author(s):  
Karl B. Hofmeyr ◽  
P. Johan Rall ◽  
Andrew J. Templer
Keyword(s):  
Affirmative Action ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource Development ◽  
South African ◽  
Human Resource ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Human Resource Professionals ◽  
Resources Management

In this article we set out to examine how human resource professionals view the challenges facing South African companies. The views of a representative sample of human resource professionals were obtained to find out, in particular, what changes they expect in human resources management (HRM) in the future and what priorities need to be set for successful human resources management in a changing environment. In terms of human resource management objectives, respondents indicate that currently the emphasis in their work is on efficiency, human resource development, and industrial relations. They believe the major objectives should, however, emphasize human resource development and facilitating change, with considerably less of their time being committed to industrial relations issues. In terms of human resource activities, highest priority is given to managing organization change, affirmative action, and introducing participative management. Currently they are spending most of their time on industrial relations activities and training. Perhaps surprisingly, not much attention is being paid currently to the activities of cross-cultural management, and community upliftment and involvement. In the research we also investigate the balance of human resource responsibilities between HRM and line management. Activities which are perceived to be line management responsibilities are performance appraisal and employee communication. Those which should be a shared responsibility include employee development and affirmative action. Most respondents believe that the rate of progress with affirmative action is too slow. Perhaps predictably, human resource professionals see the most important challenge facing commerce and industry in the next five years to be the human resource challenge: in particular the need to improve productivity, affirmative action, training and development, and managing the demands of unions. The skills needed by human resource professionals to meet the challenges are sound 'business skills' as well as 'people skills'. They also need sound business knowledge and qualities of adaptability, empathy and sensitivity. In particular they need to be able to play a change agent role in their organizations.

The Changing Face of Georgia's Merit System: Results from an Employee Attitude Survey in the Georgia Department of Juvenile Justice

2003 ◽  
Vol 32 (2) ◽  
pp. 267-278 ◽  
Author(s):  
Charles W. Gossett
Keyword(s):  
Organizational Commitment ◽  
Juvenile Justice ◽  
Civil Service ◽  
Service System ◽  
Civil Service Reform ◽  
Attitude Survey ◽  
New Employees ◽  
Merit System ◽  
The Impact ◽  
At Will

In 1996, the state of Georgia passed a radical civil service reform law that, in effect, removed all new employees from the traditional civil service system and made them “at-will” employees. Additionally, many functions, such as recruitment and classification, were decentralized to the operating agencies. This study attempts to review the impact of these changes on employees in one of the agencies, the Department of Juvenile Justice. A comparison is made of the attitudes of employees who are covered by civil service regulations and those who are not, principally with respect to organizational commitment and loyalty. The results of the survey suggest that, to date, the impact of these reforms on commitment and loyalty is not significant.

Data Analytics in Human Resources

2016 ◽  
Vol 15 (4) ◽  
pp. 487-495 ◽  
Author(s):  
Kylie Goodell King
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Data Analytics ◽  
Review Of Literature ◽  
Human Resource Professionals ◽  
Organizational Benefits ◽  
Use Of Data ◽  
Management And Development

The use of data analytics in the field of human resource development is becoming increasingly common. This rise in popularity is accompanied by skepticism about the ability of human resource professionals to effectively utilize data analytics to reap organizational benefits. This article provides a review of literature both supportive and critical of human resource analytics, argues for the involvement of academia in implementing analytical practices, and uses a case study to illustrate how quantitative tools may positively influence the management and development of human resources.

People Management – The Emerging Dimensions

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
Preshita Neha Tudu ◽  
Pramod Pathak
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Human Resource ◽  
Review Paper ◽  
Quality Service ◽  
Human Resource Professionals ◽  
Business World ◽  
Effective Utilization ◽  
Fierce Competition

The business world has become more global and competitive and organizations are looking forward to seek new means to combat fierce competition, in order to bring the organization to a bright future. Competition in the market is tough and company that can win the war is one that provides better services and products to the customer. Cut throat competition has made employers realize that employees are the only source of competitive advantage. Much attention has been directed to provide quality service and products. This can be achieved through effective utilization of the human resources. The present review paper is an attempt to critically examine how the human resources function has changed over the years in order to cope with the changing market scenario and how has role of human resource professionals being transformed.

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.

Can Pay for Performance Succeed in Government?

1988 ◽  
Vol 17 (4) ◽  
pp. 359-367 ◽  
Author(s):  
James L. Perry ◽  
Beth Ann Petrakis
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Federal Government ◽  
Civil Service ◽  
Pay For Performance ◽  
Merit Pay ◽  
Recognition System ◽  
Civil Service Reform ◽  
Current Program ◽  
Pay System

Pay-for-performance programs have become increasingly popular in recent years. The federal government introduced a merit pay system for managers under the Civil Service Reform Act of 1978. The failure of the system led to its reform in 1984. The current program, the Performance Management and Recognition System (PMRS), is described and assessed. The paper offers a prognosis for PMRS's future. Other public sector experience is reviewed to identify the probable success of managerial merit pay.

Caring for the Caregivers Through Healthy Human Resource Practices

2020 ◽  
Vol 16 (2) ◽  
pp. 1-7 ◽  
Author(s):  
Mihir Dilip Kalambi
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Health Management ◽  
Human Resources For Health ◽  
Pharmaceutical Companies ◽  
Human Resource Professionals ◽  
Healthy Human ◽  
Quality Health Care ◽  
Quality Health ◽  
High Quality Health Care

India has a colossal shortage of human resources for health. The management of human resources in a healthcare institution is vital to enable the delivery of efficient and effective medical services and to achieve patient satisfaction. Everyone proclaims that the human asset is the most important asset. On the other side, health is declared to be one of the most important wealth. Hospitals and pharmaceutical companies constitute two arms of the “health management/ maintenance” effort of humanity. Human resource professionals face many hurdles in their attempt to deliver high-quality health care to citizens. Some of these constraints include budgets, lack of congruence between different stakeholders' values, absenteeism rates, high rates of turnover, and low morale of health personnel.

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