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PADG5120 Chapter Two: Public Human Resource Management in Practice -…
PADG5120
Chapter Two:
Public Human Resource Management in Practice
Shared Responsibility for Public HRM:
elected and appointed officials,
personnel directors and specialists,
and other managers and supervisors
Officials/Political Leaders
responsible for creating agencies, establishing program priorities, and authorizing funding
Personnel Directors/Specialists
design and implement personnel systems; usually function as administrative staff support for managers and supervisors
These come together to create effective supervision and HRM, setting
organizational culture
Managers/Supervisors
responsible for achieving agency goals within budget & personnel ceiling; implement almost all rules, policies, and procedures
Shared Responsibility for HRM Functions
(PADS)
Planning
Officials:
Estimate revenues
& set priorities
Managers/Supervisors:
Manage mission
within budget
Personnel Directors/
Specialists:
write job descriptions;
implement pay/benfits
Acquisition
Officials:
Influence values;
guide selection process
Managers/Supervisors:
Hire and fire employees
Personnel Directors/
Specialists:
develop hiring rules
and procedures
Development
Officials:
define goals &
priorities
Managers/Supervisors:
give employees clear
goals, skills, feedback
& rewards
Personnel Directors/
Specialists:
develop training &
evaluation systems
Sanction
Officials:
determine appropriate
personnel systems
Managers/Supervisors:
counsel and discipline
employees & policies
Personnel Directors/
Specialists:
develop policies and programs for drug
testing, discipline
Systems Affect How HRM is Done
Patronage System:
recruitment based on personal or political loyalty;
elected official makes appointment
exempt appointments:
equal employment laws do not apply; hired for current position, not career; serve "at the pleasure of" the official
Cilvil Service System:
balanced emphasis on each of the four functions
thinking strategically about how these functions fit together to support officials' and other
stakeholders'
objectives
Planning:
HR does position management; pay and personnel ceilings; classification system; HR handles benefits
Acquisition:
HR advertises open jobs, reviews applications, conducts interviews, and process paperwork; maintain HRMIS
Development:
HR orients news employees, tracks training and transfers; offer training. HR also tracks and processes all
personnel actions
– changes in employee status such as hiring, transfer, promotion, retirement, or dismissal.
Sanction:
serves as advisers to supervisors about rules and discipline
Collective Bargaining and Equal Employment Opportunity Systems
HR is usually responsible for negotiating the collective bargaining agreement, making pay and benefits comply, training supervisors on how to comply, and representing the agency in grievance resolution or arbitration.
HR implements rules emphasizing equal employment opportunity
Third-Party Government and NSWA
privatization and contractors reduce public employment and public HR departments' workload; increases the indirect work needed to develop, manage, and evaluate contracts
less emphasis on planning and employee development; the organization is typically staffed for minimum workload; additional employees are recruited temporarily
Hybrid Systems:
The Real World of Public HRM
HR professionals find themselves managing employees under multiple of personnel systems
Effective HR managers must use a range of techniques and be sensitive to the competing values and systems
groups of positions in fall under specific personnel systems or decision rules
Design Dilemmas in HRM Systems
Which personnel system is dominant
centralization vs decentralization
For transitional countries:
Even if leaders believe in HR ideals, they may be difficult to accomplish in practice
Role Expectations for HR Managers
Expectations for Elected and Appointed Officials
political responsiveness and representation are the ultimate values in HRM and other public policy areas
Expectations for HRM Directors and Specialists
Has changed over time
Watchdogs:
transition from patronage to merit
Collaboration:
performance stage;
help officials maintain
control
Consultation:
1964-present
Expectations for Managers
and Supervisors
responsibility for achieving multiple and conflicting objectives
Contemporary Key Roles in HRM
Technical Expert
Entry-level specialists or generalists are responsible for HR planning, acquiring, developing, and sanctioning
benefit administrators, contract specialists, EEO, employee assistance, HRMIS, job analysts, payroll specialists, risk managers, staffing specialists, testing specialists, training & development
Professional
issue of whether HR managers are administrative professionals
must recognize role conflicts and continue to make sound, strategically grounded professional decisions in a climate of political and economic uncertainty
Management Educator
educate other managers; HR director must see the big picture and work as a member of the management team to educate other managers to think about human resources strategically
organizational learning and
knowledge management:
passing along improved HRM policies and procedures to employees and other managers
Organizational Entrepreneur
interpreters or mediators among competing systems, stakeholders, and values; blend of technical skills and ethical decision-making
Needed HR Manager Competencies
technical competencies
workforce planning
techniques needed to recruit, select, train, evaluate, and motivate employees under a range of personnel systems
professional competencies
leadership
judgement
strategic thinking
ethical competencies
balance conflicting expectations such as employee rights and organizational effectiveness
make complex ethical decisions quickly
effective communication
must not only do things right, they must do the right things