Human Resource Management and Organizational Behavior of Public Research Institutions

The purpose of this article is to analyze the organizational behavior of public research organizations based on their human resources development and management. The study here focuses on the largest Italian public research body. The pyramid of R&D people shows the irregular spatial structure of the research personnel per macro regions and the index of seniority indicates older research personnel in the North and Central Part of Italy than in the South Italy. The analysis of human resources displays organizational weaknesses and threats for public research labs generated by research policy based on shrinking public research lab budgets and downsizing of research personnel. Some critical human resource management implications are discussed in order to improve the strategic change and research performances of public research institutions in turbulent and fast-changing markets.     

Strategizing Public Sector Human Resource Management: The Implications of Working in Networks

Networks have come to the fore as a means by which government can achieve its strategic objectives, particularly when addressing complex or “wicked” issues. Such joined-up arrangements differ in their operations from other forms of organizing as they require collaborative effort to deliver the collaborative advantage. Strategic Human Resource Management is concerned with the matching of human resource practices to the strategic direction of organizations. It is argued that the strategic direction of government has been towards network involvement and that, as a result, a reconfiguration of Human Resource Management practices is needed to support this new direction. Drawing on eight network case studies findings are presented in relation to the roles government is expected to play in networks and conclusions are drawn about what types of human resource management practices would best support those roles. Implications for Strategic Human Resource Management are posited.     

The Mediating Role of Ethical Climate in the Relationship Between Performance Appraisal and Organizational Performance

Although prior research has consistently established a positive relationship between performance appraisal and organizational performance across different research contexts, the mechanisms that underlie this link remain unclear. The present study attempts to fill this void by testing the mediating role of ethical climate in the relationship between performance appraisal and organizational performance across 181 Nigerian public sector agencies. Cross-sectional mediation analyses were performed using partial least squares path modeling approach. Results indicated that performance appraisal was positively and significantly related to organizational performance. Regarding the mediating effect, ethical climate significantly mediated the relationship between performance appraisal and organizational performance. The study made recommendations and drew suggestions for future research to enhance the performance of public sector agencies.     

Performance Contracting as an Instrument for Improving Performance in Government: An Indian Experience

In this article, the effectiveness of the Performance Contracting or the Results Framework Document (RFD) process and its impact on improving Government's performance in the Indian context were analyzed. The results reveal that the RFD process has a significant and positive impact on the performance of ministries in the Government of India. The initiative has helped in an objective assessment of ministries and a focused effort on achieving the organizational targets, and in enabling performance orientation among civil servants. It has also contributed to a refining of the organization's vision and mission and their integration with the organizational objectives. However, the process has been driven by civil servants. The initiative has not been integrated with the budgeting process, and the performance appraisal and performance-based incentive systems. The study has enabled validation of existing frameworks of PMS and incorporating the RFD process in a generic integrated framework of PMS.     

Hybrids and Contradictions: Human Resource Management in the Contemporary Public Sector

Public employment is a dynamic field of study, buffeted by the ever-changing and reforming public sector environment and by external events such as changing demographics and the global financial crisis. This first article to the special edition on contemporary public sector human resources provides a broad overview of recent developments, starting with the nature of public sector reforms and proceeding with analysis of the far-reaching effects on public employment. For many western countries, this has led to a hybrid model of old and new practices, with many internal contradictions and a confusing array of accountabilities. The new arrangements led to a de-privileging of public servants through reductions in merit and tenure. They also reduced the institutional capacity of central personnel institutions to co-ordinate and monitor public employment and public management. The article proceeds with a review of the implications of these changes in the face of new challenges such as skills shortages and economic pressures. This overview provides a backdrop for the variety of articles presented in the special edition.

Peter Blunt, Mark Turner, and Henrik Lindroth's “Patronage, Service Delivery, and Social Justice in Indonesia” appears in the International Journal of Public Administration, Volume 35, Issue 3, 2013, pp. 214—220. doi:10.1080/01900692.2011.641050. It is related to this special issue's content.     

A Modernization Myth: Public Management Reform and Leadership Behavior in the Irish Public Service

To assess whether public service modernisation in Ireland is a ‘useful myth’, we examine aggregate indicators of leadership behaviours and the interview responses of recognised ‘change agents’ to assess whether there is a gap between the rhetoric and reality of follower engagement in pursuit of a transformative vision that official rhetoric highlights as a potentiality in this sector. The persistence of such a gap can be explained in terms of the usefulness of this potentiality myth in legitimising the leading role top-level public servants play in reform processes in this country although this may have declined during the current recession.     

Customization in Civil Service Training: Implications for Outsourcing Human Resources Management

In the public sector, central training institutes once played an irreplaceable role in formulating training policies and providing training programs to government employees. The introduction of new public management (NPM) has stimulated a reform agenda in human resources (HR) management, resulting in a shift from centralized training to decentralized or outsourced training; to be precise, making civil service training more demand-driven and lessening the role of central training institutes. Local-level governments and agencies have acquired more autonomy in deciding whether to provide training in-house, or to purchase relevant services from private providers. In addition, dramatic institutional, economic, and operational changes in the public sector in the twenty-first century have brought about competition among governments worldwide in terms of innovative and creative ideas, prompting them to equip their employees with the relevant skills for the governments to remain competitive. This study explores how civil service training in Hong Kong has been decentralized and customized from the viewpoint of civil servants being trainees, and assesses the role of the Civil Service Training and Development Institute as a centralized training institute for Hong Kong civil servants within the modern, decentralized, and consumerized HR management regime.     

Satisfaction with and Success of Employee Training from a Public Service Motivation Perspective

New public management requires modernization processes, including modern human resource practices, to enhance public sector performance. According to human capital theory, well-qualified and highly motivated public sector employees improve institutional performance; this study investigates the extent to which employee training as human resource practice can enhance one component of employees’ public service motivation (PSM), namely public interest, and their competencies as employee outcome. We examine public interest as a mediator or a moderator of the relationship between satisfaction with employee training and the resulting competence gain. The findings indicate a positive direct effect of satisfaction with employee training on competence gains and a mediating effect of public interest.     

Women in the Korean Civil Service

Abstract

Are organizational characteristics, such as agency type, size, and growth, linked to female representation in the Korean civil service? This study analyzes the aggregate data regarding the female workforce in the Korean civil service in 2001 through multiple regression analysis. Findings indicate that the Korean women are likely to be underrepresented in most national agencies and severely underrepresented at higher‐level grades. While the Korean women doubled in the civil service for the last two decades, employment of women at the highest grade levels did not improve significantly. Redistributive agencies are directly linked to female representation in the Korean civil service regardless of grade levels, whereas agency size and growth are not related to female employment representation. To achieve gender equality and to expand female senior executive feed levels, the Korean government has provided the quotas for successful female applicants in the civil service entrance examinations at the lowest through middle level grades since 1996. The use of quotas and policies for gender equality could lead to changes in the entire public workforce, particularly fair representation at higher‐level positions as well as the elimination of agency and occupational segregation.     

Civil Service and Civil Society Collaboration: A Comparative Analysis of Disaster Management Results in China and the United States

This article explores the way natural disasters provide an opportunity to address relations between civil society and the state as mutually empowering. Such opportunity can be reinforced when civil servants help to mobilize the interests of marginalized communities into disaster management and collaborate with active civil associations in seeking to reduce disaster vulnerabilities. This requires that public administration be able to respond to disaster in an effective and equitable way. Civil servants should be capable of being socially reliable by building and maintaining trust in relationships with communities and civil organizations. Using the Gulf Coast Hurricanes (United States) in 2005 and the Wenchuan Earthquake (China) in 2008 as case studies, this article comparatively addresses the significance of public administration's role in developing mutual empowerment in state and civil society relations in the face of adversity. Given the fact that civil service capacity becomes a crucial factor in determining state-civil society relations, it also has important implications for the potential of democratization in China.     

Evaluating the Effectiveness of Public Procurement Performance Management Systems in Local Governments

Increasing the effectiveness, efficiency, and compliance of public procurement (PP) has become an ongoing concern for governments. Public administrations at different levels are realising that – in order for PP to fulfil its mission – appropriate control and diagnostic systems must be put in place. This study aims to investigate the architecture of PP performance measurement systems (PP-PMSs) in local governments, drawing on four case studies from Italy and four from Wales. The theoretical background is provided by the emerging literature on procurement PMSs in the private context as well as the specific literature on the public sector. PP-PMSs are specifically analysed with respect to performance areas covered (i.e., cost, quality, time, compliance, innovation, sustainability). Results show that performance dimensions should be extended beyond traditional cost measures, with KPIs not limited to those imposed by national/regional regulation. Furthermore, we show that this is likely to happen where the procurement function is recognised as strategic in the public institution.     

Understanding Diversity Management in the Public Sector: A Case for Contingency Theory

Recent diversification in Western populations has led to the implementation of diversity policies like diversity management (DM), a human resource management concept that promotes the hiring, retention, and active participation of a diverse workforce in order to improve organizational performance. This paper seeks to develop contingency theory as a theoretical framework for examining and explaining different DM practices across governments. In contingency theory, there is no one best way to manage all organizations; rather the internal and external environments of each organization create unique situations that require programs tailored to their distinctiveness in order to achieve optimal functionality.     

Management in New Public Service Systems: Reframing the Position of Managers and Their Training and Development

Management training and development (T&D) plays an important part in enabling managers to deal with complexity and change associated with new public service systems. Using a service-dominant logic approach, this paper explores the relevance of T&D in preparing managers for changing roles, responsibilities and relationships that integrated service systems demand. Exploring the views of service managers working in Community Health Partnerships, the study establishes that present management T&D does not support the delivery of integrated services which require different abilities and new ways of working. New public service systems demand new processes of learning where re-framing the position of managers and their T&D becomes increasingly necessary.     

Housing and Council Tax Benefits Administration in England: A Long-Term Perspective on the Performance of the Local Government Delivery System

The Coalition government announced, in 2010, that between 2013 and the end of 2017 all existing claims to income-based welfare allowances, including housing benefit, would gradually move to the Universal Credit (DWP 2010). This article evaluates the performance of the Council Tax and Housing Benefits Administration Services under the current system for the delivery of these benefits since they were transferred fully to local authorities in 1993 up until December 2011. During this period the performance of local government has been influenced by four successive national delivery regimes, namely: Compulsory Competitive Tendering (CCT); Best Value; Comprehensive Performance Assessment (CPA) and Comprehensive Area Assessment (CAA). An earlier article (Murphy, P., Greenhalgh, K. and Jones, M., 2011. Comprehensive performance assessment and public services improvement in England – a case study of the benefits administration service in local government. Local Government Studies, 37 (6), pp. 579–599) examined the CPA period in detail and found a significant improvement in performance across all types of authorities in all parts of the country during this period. The current article complements this earlier analysis and provides a longer-term perspective on the performance of the benefits service between 1993 and December 2011. The findings of this article show that under CCT the performance of the system was poor, there were wide variations in individual local authority performance, with many acknowledged inadequacies in the system and unacceptably high levels of fraud. However, towards the end of CCT and in the subsequent Best Value period the antecedents of some of the tools and techniques subsequently used to drive improvement in the CPA era were either put in place or were being developed. The Best Value period itself did not show significant improvements in performance and it was not until many of the initiatives were refined, developed and applied within the CPA framework that sustained and significant improvements became evident. This overall improvement generally continued under the CAA although the previous trend of consistent reductions in the variation between authorities’ performance had changed between 2009–2010 and 2011–2012. It is too early to judge whether these latest trends will be maintained under the Coalition government’s localism regime.