Polytechnic University of the Philippines Research Output - PUAD 206 - AY2024-2025

Polytechnic University of the Philippines COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION DEPARTMENT OF PUBLIC ADMINISTRATION AND GOVERNANCE Sta. Mesa, Manila RESEARCH OUTPUT...

Polytechnic University of the Philippines COLLEGE OF POLITICAL SCIENCE AND PUBLIC ADMINISTRATION DEPARTMENT OF PUBLIC ADMINISTRATION AND GOVERNANCE Sta. Mesa, Manila RESEARCH OUTPUT AY 2024-2025, 1st Semester SUBJECT : PUAD 206 – PUBLIC PERSONNEL ADMINISTRATION SECTION : Bachelor of Public Administration 2-3 PROFESSOR : DR. JELLY N. ORTIZ STUDENT NAME/S : GROUP #1 1. Cacayuran,Christine 2. Forteza, Anthony James 3. Maglanoc, Jermaine Ysabelle A. 4. Santos, Ryan Paul B. 5. Quitaleg, Patrick Clyde Introduction to Public Personnel Administration I. INTRODUCTION This research paper will present the definition of Public Personnel Administration and Human Resource Management as well as its core function within an agency. According to Hanlon & Pickett (1984), Public Personnel Administration pertains to the process of overseeing and governing the overall agency’s human resources in order to attain the best output while settling for the least cost of an input. It protects and promotes the welfare of the workers. Aside from that, it also includes selecting new employees and utilizing the earlier employed to produce a good quality and huge quantity in output of the working force as stated by Felix A. Nigro. The Public Personnel Administration has four main functions in the government agencies. First, planning which includes preparing staffing plans and budgets, deciding how the employees will be used or designating them in a specific position in the agency and they also set pay rates. Secondly, acquisition refers to selecting and recruiting employees. Thirdly, development involves P a g e 1 | 19 honing the skills of the employee through training and advancement programs as well as performance evaluation. And lastly, sanction, which serves as the fourth function that deals with employer-employee relationship. Included on this also is the safety of the workplace and handling grievances. On the other hand, Human Resource Management refers to the management of the people within an agency whether it could be in the public or private. It includes organizing, coordinating, and managing. Aside from that, it also aims to accomplish the organization’s mission, vision, and goals. Their responsibility is to hire, recruit, train, compensate, motivate, and to provide a good and healthy environment to their employees. Human Resource Management has three core purposes. First, develop employees’ skills. Their aim is to equip their employees with skills that are necessary for them to fulfill their duties in which they can provide them with the following: on-the-job training, tuition reimbursement program, mentorship within an organization, and career development programs to help employees explore their potential. Secondly is to foster a productive workplace culture. The HRM must have a firm interest in establishing company culture and job satisfaction. Lastly, protect employees. Human Resource Management must manage legal documents, policies, as well as regulations, and must devise efficient ways to educate its employees and emphasize company regulations. II. MAIN BODY 1. 1 Understanding Public Personnel Administration Public Personnel Administration (PPA) plays a huge role in ensuring the effective operation of government entities by overseeing the management of public sector employees, including recruitment, development, compensation, and employee relations. As a specialized field within Human Resource Management (HRM), PPA confronts distinct challenges unique to the public sector, such as balancing efficiency and accountability, maintaining transparency, and meeting the diverse expectations of public service. This research explores into the fundamental principles of Public Personnel Administration, detailing its definitions, significance, and primary functions. It also examines the duties of PPA managers and discusses the significant challenges that public organizations P a g e 2 | 19 currently face. It is essential to comprehend these principles and challenges in order to improve the efficiency and effectiveness of public personnel systems. The research emphasizes the changing role of personnel management in the public sector and its impact on organizational objectives and staff development. It also outlines how PPA contributes to broader public service goals, ensuring the fair treatment and productivity of government employees. This study offers a thorough understanding of the significance of PPA in contemporary governance by examining its scope, functions, and challenges. 1.2 The Importance of Human Resource Management in the Public Sector Human Resource Management (HRM) is essential in the public sector to ensure government agencies operate effectively and efficiently. HRM involves overseeing personnel, including recruitment, training, compensation, and overall management within an organization. In the public sector, HRM is crucial for maintaining organizational performance and improving employee welfare. Efficient management of human resources enables public agencies to achieve optimal output while minimizing costs. HRM policies also play a key role in promoting fairness and equality in the workplace, ensuring equitable treatment of all employees and applicants regardless of political affiliation, race, gender, or religious beliefs. Additionally, HRM is responsible for safeguarding public employees from coercion for partisan political purposes and fostering a nonpartisan environment that emphasizes professionalism. Through continual training and fair compensation, HRM supports the development of a highly skilled and motivated workforce, crucial for maintaining high standards of service delivery. Well-devised policies ensure effective management of shared resources, contributing to the overall success of public sector institutions. The efficient and effective operation of government agencies in the public sector relies heavily on Human Resource Management (HRM). HRM encompasses all aspects of managing personnel, such as recruitment, training, compensation, and retention, while also aligning employee performance with the strategic objectives of the organization. Managing resources effectively is a key function of HRM, ensuring that agencies achieve optimal results at minimal cost. HRM's focus on fostering a motivated and productive workforce directly contributes to the improvement of public service delivery. In addition to operational efficiency, HRM plays a crucial role in promoting fairness and safeguarding employee welfare. It ensures that all employees are treated fairly regardless of political affiliation, race, gender, or religion, thereby upholding the integrity and inclusivity of public P a g e 3 | 19 organizations. Public sector HRM also safeguards employees from political pressure, preserving the nonpartisan nature of public service. HRM also concentrates on enhancing workforce development by providing essential training and development programs to improve employee performance and adaptability to changing environments. Ensuring equitable and adequate compensation, as well as efficient management of shared resources, helps the public sector maintain a dedicated and capable workforce while managing financial constraints. HRM in the public sector guarantees not only the effective operation of government agencies but also promotes fairness, ethical standards, and employee well-being, all of which are crucial to public service. 1.3 Difference between Public and Private Sector Human Resource Management The public and private sectors differ significantly in their approaches to Human Resource Management (HRM). In the public sector, HRM is more focused on manpower, aiming to ensure equal opportunities and enhance employee performance for the benefit of the public. Public sector employees primarily work on implementing programs to improve essential services such as education, health, and safety, responding to societal needs and funded by public revenue. Moreover, public employees are encouraged to propose solutions that contribute to the welfare of society as a whole. Conversely, HRM in the private sector is centered on profitability and business expansion. Companies have the freedom to select employees who best fit their objectives and add value to team success. Private sector organizations prioritize providing products and services that meet customer needs, while being accountable to owners and shareholders. Compensation in the private sector is typically based on the company’s profits, and there is a stronger emphasis on community development through business growth and economic expansion. 1.4 Challenges in Human Resource Management 1.4.1 Strategic and Global Challenges P a g e 4 | 19  In today's interconnected society, Human Resource Management (HRM) faces numerous strategic and global challenges. Cultural diversity presents a significant barrier, as apparently similar employees may possess underlying cultural distinctions leading to conflicts, complicating workplace harmony and productivity. HRM must skillfully navigate these distinctions to cultivate a cooperative environment. Another obstacle arises from ensuring legal compliance, given the extensive variations and constant changes in labor laws across different countries. HR professionals must remain vigilant and adaptable to guarantee compliance in various jurisdictions within this continually changing legal landscape. Effective communication among global teams becomes challenging due to geographical distances and varying time zones, making coordination and collaboration more difficult. This requires the utilization of enhanced communication tools and strategies to bridge the gap. Global leadership development is also essential, as HRM must foster leaders who can operate flexibly and effectively in diverse global markets. Developing such leaders necessitates significant investment in training and global exposure. Acquiring talented employees with the required skills and knowledge for both local and international markets present an ongoing challenge. The competition to attract and develop these skilled professionals is fierce, as they are essential to managing complex global operations. Retaining top talent remains an ongoing struggle. With increased competition, HRM faces pressure not only to attract but also to retain high-performing employees, which requires offering competitive benefits, growth opportunities, and a supportive work environment. 1.4.2 Technology Challenges The use of technology in the public sector greatly improves HR processes, making tasks like hiring, payroll, training, and performance evaluations more efficient. Nevertheless, integrating new technologies poses various challenges. Budget constraints, complex procurement processes, and bureaucratic delays often hinder the public sector's adoption of technology (Dunleavy et al., 2006). Constant updates, particularly in AI and machine learning, necessitate continual investment in infrastructure and extensive staff training to ensure P a g e 5 | 19 effective implementation (Fenech et al., 2019). Moreover, the need to safeguard sensitive employee data in the face of rising cyberattacks has become a major concern (Deloitte, 2018). The shift to remote work has also reduced in-person interaction, making it more difficult for HR managers to conduct personal assessments and gauge employee satisfaction (Wilkinson, 2021). Additionally, resistance to change remains a significant obstacle, with many employees— especially senior staff—finding it challenging to adapt to new technology, requiring substantial training and support to overcome these obstacles (Kaplan & Haenlein, 2020). It is crucial for the public sector to address these issues in order to fully harness technology's potential in improving HR management and public service delivery. 1.4.3 Productivity and Cost Challenges Achieving top talent attraction and sustaining high employee performance stand as primary objectives within Human Resource Management (HRM). However, these goals are frequently impeded by challenges related to productivity and costs. A significant obstacle is the limited budget, which restricts HR's capacity to invest in necessary tools, systems, and recruitment processes, thus impeding the organization's progress. When there is insufficient funding to provide competitive compensation and benefits, attracting the best talent becomes challenging, making it difficult to attract and retain skilled employees. Another hurdle is attaining workplace flexibility, given the growing employee demand for flexible work arrangements, which may clash with the company's operational needs and established objectives. Furthermore, the enhancement of skills and expertise is crucial for productivity, but inadequate performance and low employee engagement can hinder the development of essential skills, exerting a negative impact on the organization's overall success. Compensation and benefits strategies play a critical role in employee retention. HR must strike a balance between offering competitive packages and effectively managing costs to retain talent within the company. Addressing these challenges is essential to ensure both productivity and long-term organizational success. P a g e 6 | 19  1.4.4 Employee Challenges Managing employees effectively presents Human Resource Management with several challenges. Navigating evolving technologies and new hiring tools to find candidates who meet job requirements and can adapt to rapid technological changes is a critical issue in recruitment and selection for HR professionals. Equipping a diverse and dispersed workforce with the necessary skills for success in a digital and fast-paced environment, particularly in new-hire training, is another significant challenge. Without a structured and effective onboarding process, new employees may struggle to understand their roles, potentially leading to poor performance and high turnover. Staying updated on changing regulations to avoid legal repercussions such as audits or lawsuits, which can negatively impact business operations, remains a continuous challenge for HR in compliance with employment laws. Managing a diverse workforce presents communication issues, conflict management, and the fostering of an inclusive organizational culture as difficulties. While diversity can enhance productivity, it also requires HR to prevent employee dissatisfaction. Employee health and well-being has become an increasingly important concern due to the impact of high job demands, burnout, and psychological stress on overall productivity. Maintaining both physical and mental health standards through policies and support systems is crucial for HR managers. Offering attractive pay and benefits while managing costs effectively remains a challenge, especially for smaller businesses in compensation and benefits. HR must explore alternative incentives like performance-based rewards to retain talent while managing limited budgets and keeping up with competitors. Addressing these employee-related challenges is essential for fostering a productive and engaged workforce. 1.5 Government Challenges in Acquiring and Managing the Right People Managing personnel for public projects is a difficult task for governments. They encounter challenges in recruiting and retaining the right talent due to factors such as rigid P a g e 7 | 19 bureaucracy, competitive labor markets, and changing public demands. It is crucial to have competent personnel who can efficiently and innovatively deliver essential services while meeting public needs. If public sector employees do not meet these requirements, it becomes challenging for a government to achieve its goals. Recruiting talent for the government faces tough competition from the private sector, as it often offers more attractive growth opportunities and compensation packages. Additionally, bureaucratic hiring procedures can be slow and cumbersome, discouraging qualified individuals from applying for or accepting positions in the public sector. As a result, there is a talent gap that makes it harder for governments to implement policies that meet public expectations. According to Engelbeck (2001), the federal government is the largest buyer, but size alone is not enough to attract the best talent. Government employees need to understand management issues, the intricacies of the procurement process, and how to align their work with societal goals. Therefore, having the right competencies to meet short-term and long-term public goals is crucial for effective acquisition management. Retaining talent is another significant challenge, as government employees may experience lower job satisfaction due to bureaucratic obstacles, slower career advancement, and less autonomy compared to the private sector. This can lead to high employee turnover rates, disrupting service provision, increasing training costs, and loss of institutional expertise, further complicating the government's ability to effectively address public needs. The skill sets of government workers must evolve in line with societal and technological demands. Governments need to continually invest in training and development to ensure that public sector workers are equipped to tackle new challenges, such as complex social issues and cybersecurity threats. Without ongoing investment in training, there is a risk that the public sector will lag behind, leading to inefficient and underfunded essential services. Hiring and managing the right personnel pose significant challenges for governments, requiring ongoing development of workers, competitive compensation, and streamlined employment procedures to meet the ever- changing needs of the public. 1.6 Four Key Roles of the Ulrich HR Model In 1995, David Ulrich developed the Ulrich model to organize HR functions and establish specific responsibilities to align HR with organizational success. One of the key P a g e 8 | 19 responsibilities is serving as a strategic partner, where HR coordinates its activities with the company’s overall strategy to ensure that its efforts contribute to achieving business objectives and long-term success. In the capacity of an administrative expert, HR oversees internal operations by optimizing processes, policies, and systems. This focus is on providing efficient and cost-effective HR services that meet organizational requirements. The role of a change agent is essential for guiding organizational changes, such as mergers or restructuring. HR professionals analyze company culture and introduce new ideas to improve professional and interpersonal dynamics, aiding the workforce in adapting to change. The employee champion is responsible for cultivating a positive work environment by serving as a liaison between employees and management. This role ensures employee competence, commitment, engagement, and satisfaction, directly enhancing organizational productivity and retention. Through these roles, the Ulrich model ensures the integration of HR with both organizational goals and employee well-being. III. RESEARCH EVALUATION What are the problems or challenges you have noted in the application of the theories/principles/practices in relation to public administration? Throughout our research, there are several principles and practices we have encountered that clearly explain how it works on providing an effective and efficient way to serve the public. However good it may seem, we still come across some challenges that we think may hinder it from fully operating its purpose. Firstly, the Budgetary Issues are not new challenges in any other fields, and Human Resources Management also cannot escape from these problems. Whether you are in the private or public sector, they're facing budgetary limitations due to other expenses that are also important for their operation. Particularly in the government agency, it is hard for them to approve the proposed budget because of the series of public hearings that they need to attend and seek P a g e 9 | 19 approval of the people. In most cases, the budget has been reduced to give it to other institutions; thus, the budget that has been approved for the agency is not enough to effectively implement their programs and other functions. Having a much smaller budget is causing the agency to have difficulty delivering services as the fund intended for their day-to-day operation has been reduced. As the government wants to give quality and efficient services to the public, the government first needs to find a suitable person for the job. To fetch these excellent and skilled personnel, the government needs to give essential benefits and competitive salaries to attract them to work for the public. However, like the government, the private sector also needs these personnel to work for them, making a competition between the public and the private in acquiring these talents. On the part of the government, it is difficult to acquire them because the private sector keeps alluring them for much greater offers than what the government can give them. The public is deprived of services that they can get from these valuable persons, which the government should provide. If this trend keeps happening, government agencies cannot give their best quality services to the public. While rigid bureaucracy can give structure to an organization, it can also be a problem to itself. Having a series of layers in the organization makes the paperwork move slowly as it moves only in one direction, upwards and downwards. The programs that should be approved to be implemented take a long time to reach the higher-ups as they went through a series of approvals from different departments. Aside from being slow, it is also costly to the organization's daily operations. This also drives away valuable personnel to work in the government, as this takes time and exhaustion to pass their requirements. If not addressed, it can lead to inefficiency in providing its services to the public. The thing that can be a challenge with Ulrich's HR model is that, due to the increased specialization, it could lead to fragmentation within the roles in HR. When this happens instead of attaining the success and the effectiveness of the organization, it will only hinder it in achieving its goal. Seeing the importance of collaboration with these roles and striking a balance between them is the key to resolving the more sophisticated problems that may arise in the organization. However, other obstacles that the Ulrich HR model could face are that its roles are shifting towards more strategic roles, fearing that it may neglect essential administrative functions that are vital to the organization. Also, when it comes to the organization personnel, the refusal to adapt the changes made by the HR models is seen to be the obstacle that needs to be addressed. The P a g e 10 | 19 need to introduce them to these changes could not only benefit the organization but also their personal growth as an employee. In conclusion, even though all of the principles and practices are meant to provide a sufficient service to the public, they are still facing hindrances and obstacles. If not addressed, it will only lead to much greater consequences that may destroy it as a whole. Knowing these challenges will help the organization or institution to give it full potential in providing services. What are your analyses from the facts you have gathered? First, Personnel Administration has many definitions; some even describe it as an art of managing people or human resources (Mondy & Noe, 2005), while according to Mathis & Jackson (2004) it is a formal system for ensuring effective and efficient use of human talent to accomplish organizational goals. When it comes to public personnel administration, it is focused on the acquisition, development, utilization, and compensation of a public organization’s workforce. By improving employees to be competent and skilled and ensuring them to be fit to perform tasks that the organization set them to perform, that is exactly the importance of the public personnel administration to make employees become part of the success of the organization. On the other hand, The Human Resource Management refers to overseeing the people within the organization. They do typical administrative work such as training, compensating, managing, and hiring. Human Resource Management also ensures that the rights of the employees are respected and protects them; in other words, Human Resource Management is people management. Regarding the difference between Human Resource Management in public and private, it can be seen from their organizational goals. When we look at the private sector, they are focused on gaining profits and competitiveness in markets, while the public is focused on providing services and proper access to benefits that the government provides. Other things that make them different are that in public they are subjected to a higher level of public scrutiny and accountability, while in private they are primarily accountable to their investors and higher-ups. P a g e 11 | 19  Lastly, the Ulrich HR model leans towards helping the organization in other roles, such as their advisor or consultant, aside from solely administrative work. By redefining the role of Human Resources, David Ulrich, the person behind the HR model, comes up with the four key roles that a Human Resources department should embody. These roles drive HR closely to become more flexible organizational partners and operational needs that greatly contribute to organizational success. The model really changed the landscape of HR by developing necessary skills and capabilities to meet the timely demand for efficient and effective ways to address the organizational challenges. What are your insights learned? Personnel administration is the art of managing people or human resources; it is simply tasked to do administrative work. However, administrative work is not the essence of its very existence but to improve employees to be competent and skilled and ensure them to be fit to perform tasks that the organization sets them to perform. On the other hand, Human Resource Management refers to overseeing the people within the organization, they are also task to do administrative work same with the Personnel administration, but the difference is that in Human Resource Management they include strategic planning and development as part of their functions. When it comes to the difference between public and private human resources management, we can look up to their organizational goals. In private, it focuses on gaining profits, while in public, it is much more focused on providing services to the public. Learning that HR has a big role in shaping the entire organization, from the higher-ups to the subordinates, from strategizing to operations, is surely undeniable. HR models have also emerged to meet and resolve the obstacles that HR may encounter. Lastly, its integral part for achieving the overall success of the institution it belongs to. P a g e 12 | 19  IV. RECOMMENDATION The research area of Public Personnel Administration, also known as Human Resource Management, allows scholars to get a more comprehensive knowledge of how personnel, planning, measurements, effective management, and training may contribute to an organization's overall performance. As the study progressed, certain statements appeared as potential areas for further research. The suggestions that are given are as follows: The study revealed that Human Resource Management must explore more with their technologies, enhanced telecommunications and high-technology plays an important role for partnership in markets. Further research could examine and focus on the utilization of technology. The findings show that there is difficulty with retaining and attracting potential and skilled professionals due to the competitiveness of the companies in the market. As this can be seen as an on-going challenge in the workplace, future researchers can identify how markets can strengthen and maintain their employees regardless of the competitive business. Having use of technology gains development but requires a need to sacrifice data. The importance of technology in today's business is prominent: employee efficiency, effective communication, and strong dissemination of resources. Regardless of its value, technology is surfacing with obstacles: cyberattacks, competition, shared data, etc. It will be worthwhile for further researchers to assess and evaluate what technology can only provide for Human Resource Management and how it can lessen its focus on technology, and more on people. P a g e 13 | 19  According to this study, employees are the primary source of manpower in the business sector. It is critical to offer them advantages, understand their position and job sector, create a stress-free workplace, and provide appropriate therapy. Although these are what job managers should provide, future researchers should conduct more research on how HRM as well as the public sector can effectively retain their employees by enhancing their ability to adapt with the changing demands and keep talent through effective skill development. The study concluded that financial constraints are a concern that no sector, particularly Human Resource Management, can avoid. Furthermore, in the public sector, certain responsibilities must be accomplished initially to govern the organization; as a result, the limited budget and resources make it impossible to provide high-quality service to the public. It is advised that the public and private sectors dealing with the budget develop an accurate plan, evaluate yearly spending, and anticipate organizational changes within the business and market to reduce underperformance as well as inadequate budgeting. P a g e 14 | 19  V. REFERENCES Ahsan, M. A. (2024, June 21). 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What is human resource management? Definition + career guide. (2022, October 19). Coursera. https://www.coursera.org/articles/human-resource-management P a g e 18 | 19  Statement of Originality I/We certify that this research/project/activity output submitted by me/us is not a plagiarized work. This output is a product of my/our own research, and I/we have identified and duly acknowledged the sources of all ideas or information. SIGNATURE: CHRISTINE CACAYURAN ANTHONY JAMES FORTEZA Signature over Printed Name Signature over Printed Name JERMAINE YSABELLE MAGLANOC RYAN PAUL SANTOS Signature over Printed Name Signature over Printed Name PATRICK CLYDE QUITALEG Signature over Printed Name P a g e 19 | 19