Public Personnel Administration [PUAD 206] - BPA 2-3 Presentation - AY24.25

Introduction to Public Personnel Administration Presented by BPA 2- 3 Group 1  REPORTERS Christine Anthony Jermaine Cacayuran Forteza Maglanoc Ryan Paul Patrick  TAB...

Introduction to Public Personnel Administration Presented by BPA 2- 3 Group 1  REPORTERS Christine Anthony Jermaine Cacayuran Forteza Maglanoc Ryan Paul Patrick  TABLE OF CONTENTS 01. Public Personnel Administration: 02. Definition and Scope The Importance of Human Resource 03. Management in the Public Sector Difference between Public and Private Sector 04. Human Resource Challenges Management in Human Resource Management 05. Government Challenges in Acquiring and 06. Managing the Right People Four Key Roles of the Ulrich HR Model 1.1 Public Personnel Administration: Definition and Scope Personnel Administrati Personnel administration is an art of managing people or human resources who on work for the organization (Mondy & Noe, 2005) The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals (Mathis & Jackson, 2004) The policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting,screening, training, rewarding and appraising (Dessler, 2005) PUBLIC PERSONNEL ADMINISTRATION Public Personnel Administration (PPA) is a branch of human resource management that is concerned with the acquisition, development, utilization and compensation of a public organization’s workforce (Maimunah Aminuddin).  IMPORTANC OF PUBLIC PERSONNEL E ADMINISTRATION To employ and develop To ensure a public 01 02 employees for the benefit of organization has enough organization since they are and competent staff to an perform the tasks of the. important asset. To improve the productive. particular organization. To ensure that all 03 04 government employees are contribution of the public treated well according to the servants. HRM principles...  HRD (Human Staffing Resource The process through which an Development) A major HRM functions that consist Functions & organization ensures that it always has of training and development, career the proper number of employees with the appropriate skills at the right jobs at the planning & development, Scopes of right time to achieve the organization’s organization development and objectives. performance appraisal. PPA Compensation Employment s& Safety and and Benefits Safety Healthprotecting involves Labor When employees are represented Compensation rewards people for performing organizational work through employees from injuries caused Relations by union, the human resource pay and incentives. by work related accidents. activity is often referred to as an Meanwhile benefits are an non financial Health refers to the employees’ industrial relations which handles rewards such as holidays, sick leave freedom from physical or the job of and medical coverage. emotional illness. collective bargaining. Who manage s the Personnel Manager is the individual who normally acts in advisory or staff capacity, working with other managers regarding human resource administration matters. The PPA is primarily responsible for conducting the manager administration of personnel to help the public organization achieve its goals. 1.2 The Importance of Human Resource Management in the Public Sector Human Resource Management It refers to overseeing the people within the organization. As such it includes the hiring, training, compensating, managing, and retaining employees. In a nutshell, Human Resource Management is people management. Importance of human resource management in the public sector Efficient management of human resources in government agencies. Ensuring the best output with the least costly input. Protecting and enhancing the welfare of workers. Devising and executing policies. Importance of human resource management in the public sector Assuring fair treatment of applicants and employees in all aspects of personnel administration without regard to political affiliation, race, color, national origin, sex or religious creed. Training employees as needed to assure high quality performance Equitable and adequate compensation Assuring that employees are protected against  1.3 Difference between Public and Private Sector Human Resource Management  private hrm public Partnerships Labor Intensive Opportunity to select employees that can hrm Made use of more HRM practices aimed for contribute to the success of a team equal opportunities and excellence of Involvement with corporation works performance Includes programs that ensures the delivery of Offers variety of goods or services that good services to the people through the satisfy the needs of employees government Primarily accountable to owners and Employees has the initiative to implement or stockholders suggest solutions concerning to the public Profit Growth sector Encouragement of community development Makes more use of practices that offers by promotion of the community business betterment for the public good (ex education, Employees are paid with the share of the health services, safety and welfare) 1.4 Challenges in Human Resource Management  1.4.1 Strategic and Global Challenges Cultural Diversity -- It is often perceived that employees often have more similarities than they do differences, but those distinctions are sometimes greater than the similarities and it can lead to more than a few problems resulting from culture clash. Legal Compliance -- This is a constant area of development in which local laws can change year to year as new legislation is issued. Aside from that, laws with regards to those employees differ from country to country. Effective Communication -- It is a challenge to work together with your colleague or teams when they are across the globe as such, an effective communication were difficult to carry out.  1.4.1 Strategic and Global Challenges Global Leadership Development --This is one of the challenges that human resources management were facing as it needs to develop leaders who can be flexible enough to operate effectively across the world. Talented employees acquisition -- The Human Resource Management are ought to attract, and develop employees that have the skillset to accomplish a strenuous job. Finding someone that is skill who knows a local and international market is a challenging. Retaining the best talent -- This is one of the most common challenges in human resource management as such, many employers compete for the best employees. With that, the human resource management were on constant pressure to retain their best employees within their company. 1.4.2 Technology Challenges Technology plays a huge role in enhancing HR processes, especially in the public sector, by streamlining tasks like hiring and employee management. However, adopting and managing new technologies presents several challenges for HR managers. Technology is crucial for delivering public services quickly and effectively. Modern tech streamlines HR processes like hiring, payroll, training, and evaluations. Without technology, HR tasks become inefficient, raising costs and slowing services.  1.4.2. Technology Challenges Slow Adaption: Public sector lags behind due to budget constraints, complex procurement, and bureaucracy (Dunleavy et al., 2006). Constant Upgrades: Implementing AI and machine learning requires large investments in infrastructure and training (Fenech et al., 2019). Data Security: Protecting sensitive employee information is essential as cyberattacks increase (Deloitte, 2018). Reduced Face-to-Face Interaction: Remote work limits personal communication, making HR tasks like assessing employee satisfaction harder (Wilkinson, 2021). Resistance to Change: Some employees, especially senior staff, may struggle with new technology, requiring  Attracting the best talent Having to provide what’s best and efficient to their employees,it is essential to have at least enough cost in order to pursue its goal. However, without having enough cost to balance resources and having no more things to offer employees it can be difficult to achieve the best employees. Budget Shortage This is one of the major challenges in Human Resource Management. Due to other expenses: tools, systems, hiring-process cost, etc. There can be insufficient costs that may happen to delay success for the organization's plan. Achieving Flexible Workplace Employees having to request and demand for workplace flexibility is also one of the major factors that Human 1.4.3 Cost and Resource Leaders face. This is sometimes not developed because there are rules based on the company’s needs and goals that need to be followed. Productivity Challenges  Expanding Skills and Poor productivity in Human Resource Management means Expertise that you are not driven to work for the success of your company’s goals and objectives. Having low performance might delay the resolution of concerns and improvement of such skills needed and faced by their company or employees due to the unwillingness to participate in the company’s work. Compensation and Benefits Being in a competitive setting, it is difficult to decide how Strategies many benefits the company should maintain and offer in order to attract the best of employees. Another thing is that compensation management should be considered if the 1.4.3 Cost and company wants to retain their employees. Productivity Challenges  1.4.4 Employee Challenges Recruitment and Selection One of the major challenges faced by human resource managers is recruitment and selection. As technology advances, new HR management tools and techniques are developed. As a result, HR professionals find it challenging to find a suitable candidate who fits job requirements and adapt to technological changes. New-hire training New hire training faces the challenge of equipping a diverse and often geographically dispersed workforce with the skills and knowledge needed to perform effectively in an increasingly digital and fast-paced work environment. The rapid evolution of technology, the adoption of remote and hybrid work models, and the continuous need for upskilling in response to changing job requirements demand a flexible, engaging, and efficient approach to training new employees. If the initial training is a disjointed or nonexistent effort, new employees will struggle to understand and perform their duties successfully – and you may even find yourself losing employees faster than you can hire them.  1.4.4 Employee Challenges Compliance with Employment Laws Employment laws keep changing, and it is upto the HR professionals to stay abreast with the latest laws to avoid audits and lawsuits that could affect your business performance. Employment laws are regulations that assist in effective hiring, employee management, and workplace safety. Managing a diverse Hiring a diverse workforce means that you bring onboard employees with a workface broader range of skills and different experiences that can maximize productivity. However, managing such workers is one of the HR challenges in many organizations. For instance, handling frequent disagreements and encouraging effective communication between a diverse workforce with different backgrounds can leave other employees feeling neglected. In this regard, HR professionals must develop an organizational culture through various team-building activities  1.4.4 Employee Challenges Employee Health and Well-being Employee health and safety standards are probably one of the more apparent human resource challenges. These concerts are not only governed by labor law, but they’re also crucial to general employee well- being. The psychological well-being of your employees can deteriorate due to high demands, limited time, frustration, and burnout. Compensation and Benefits Structuring employee compensation and benefits is another emerging challenges of HRM. Businesses have to keep up with their competitors to retain the best talent. This can cause a strain on small businesses that are yet to generate the same revenue large organizations do. In this regard, HR managers with small payroll budgets should consider employee rewards programs for the best- performing individuals. Incentive programs can also be a solution to low salaries and employee benefits. 1.5 Government Challenges in Acquiring and Managing the  Competition with Talent retention Private Sector Bureaucracy Issues and limited career Private sector offers better pay growth reduce job satisfaction Acquiring and managing talent in the and growth opportunities (Perry & Hondeghem, 2008). (Kellough & Nigro, 2006). High turnover disrupts services public sector is a critical yet complex Slow government hiring and increases training costs task for governments. With processes deter talent (Selden, (Lewis & Frank, 2002). competition from the private sector 2020). and evolving public needs, governments face significant Skill Gaps and challenges in hiring, retaining, and Solution Focus PublicDevelopment sector employees must developing the right people to deliver Governments need to improve adapt to evolving societal and essential services efficiently. technological demands. hiring efficiency, offer Ongoing training is necessary to competitive compensation, and address challenges like invest in continuous employee cybersecurity (Selden, 2020). development. 1.6 Four Key Roles of the Ulrich HR Model The Ulrich model of HR was first introduced by David Ulrich in 1995 as a way of organizing HR functions, this model helps to organize roles and responsibilities across HR departments. Strategi Administrativ Change Employe e c Agent e Expert Partner Champio n Strategic Partner Align HR activities and initiatives with the organization’s overall strategy. This alignment ensures that HR’s efforts contribute to achieving the company’s goals and objectives Ensure that the HR function contributes to the overall direction and success of the organization. Administrative Expert Manages the internal operations of an organization Entrusted with the responsibility of managing, streamlining, and refining HR processes, policies, and systems Focuses on delivering efficient and cost-effective HR services to the organization Change Agent Guiding and facilitating the process of transformation and change Studies the organisation's culture to introduce innovative changes that could improve it from a professional and interpersonal perspective. Help the organization navigate transitions, such as mergers, acquisitions, or restructuring, and ensure that the human capital is equipped to adapt to these changes. Employee Champion Plays a pivotal role in an organization, acting as a conduit between employees and management to create a harmonious and efficient workplace. Helps to manage employees' competence and commitment levels to enhance the organization's productivity. Are responsible for creating a positive work environment that promotes employee engagement, satisfaction, and retention. REFERENCES Ejim, E. (2024). What is public sector human resource management? SmartCapitalMind. https://www.smartcapitalmind.com/what-is-public-sector-human-resource-management.htm Engelbeck, R. M. (2001). Acquisition management. Management Concepts. Harel, G. H., & Tzafrir, S. S. (2001). HRM practices in the public and private sectors: Differences and similarities. Public Administration Quarterly, 25(3), 316–355. https://doi.org/10.1177/073491490102500304 Kellough, J. E., & Nigro, L. G. (2006). Civil service reform in the states: Personnel policy and politics at the subnational level. Review of Public Personnel Administration, 26(1), 6-20. https://doi.org/10.1177/0734371X05278191 Knies, E., Borst, R. T., Leisink, P., & Farndale, E. (2022). The distinctiveness of public sector HRM: A four ‐wave trend analysis. Human Resource Management Journal, 32(4), 799–825. https://doi.org/10.1111/1748-8583.12440 Knies, E., Boselie, P., Gould-Williams, J., & Vandenabeele, W. (2018). Strategic human resource management and public sector performance: context matters. The International Journal of Human Resource Management, 1–13. https://doi.org/10.1080/09585192.2017.1407088 Leisink, P., & Steijn, B. (2008). Recruitment, attraction and selection. In Perry, J. & Hondeshem, A. (eds). Motivation in Public Management: The call of public service, Oxford, Oxford University Press. (pp: 118 – 135). REFERENCES Perry, J. L., & Hondeghem, A. (2008). Motivation in public management: The call of public service. Oxford University Press. Selden, S. C. (2020). Human capital: Tools and strategies for the public sector. CQ Press. Thompson, F. J. (1983). The Politics of Public Personnel Administration. In Hays, S. W., & Kearney, R. C. (eds.). Public Personnel Administration: Problems and Prospects (3rd ed.). (pp: 3-16). Englewood Cliffs: NJ: Prentice Hall. Torrington, D., Hall, L., & Taylor, S. (2005). The Evolution of Personnel and HR Management. In Torrington, D., Hall, L., & Taylor, S. (eds.). Human Resource Management, 6th edition. Prentice Hall, England, (pp: 11-28). ISBN. 10:0-273-68713-1 Vandenabeele, W., Andersen, L. B., & Leisink, P. (2014). Leadership in the public sector: A Tale of General Principles and Particular Features. Review of Public Personnel Administration. 34, 79-83. Thank you for listening! Bachelor of Public Administration 2-3