Public Human Resource Management PDF

Public Human Resource Management  MODULE 1 The Human Resource Management  Objectives At the end of this module, the students must have: 1. Present a historical perspective on public human resource management. 2. Examines the effect of privat...

Public Human Resource Management  MODULE 1 The Human Resource Management  Objectives At the end of this module, the students must have: 1. Present a historical perspective on public human resource management. 2. Examines the effect of privatizations and partnerships on HRM values and systems. 3. Discusses how privatizations, partnerships and nonstandard work arrangements affect productivity. 4. Explore how the structure of HRM and the role of managers and HR managers changes under these alternative values, systems, and strategies.  What is Human Resource Management? On October 3, 2003, Anant Dalvi and Akhtar Khan, who worked as contract workers in Tata Electric Company until they were laid off in 1996, doused themselves with kerosene and set themselves ablaze even as their co- workers protested before the company’s offices. While Dalvi died on the spot, Khan died a few days later. The Tata Electric Company said they were no longer on their payroll and were not permanent workers. Employees union had taken up their case and filled petition in the Labour Court before their contracts were terminated. The court directed the company not to terminate their services without following the due process of law. Despite this their services were terminated on June 30, 1996. The company union promised the workers that they would renegotiate. Yet on the night before they killed themselves when Khan and Dalvi spoke to the union leader Shinde, they were told that nothing more could be done for them. It is this that led them to take their lives. Dalvi has been in service as a peon for17 years and Khan had been employed for 19 years. But their services were not regularized. Such workers draw salary much less than the permanent employees. This is an example of the problem that comes under the purview of Human Resource Management- the main concept elaborated in this chapter.  Human Resource Management  Human resources management (HRM) is a management function concerned with hiring, motivating and maintaining people in an organization.  It focuses on people in organizations.  Human Resource Management  HRM is a function in organizations designed to maximize employee performance in service of their employer’s strategic objectives. It is primarily concerned with how people are managed within organizations, focusing on policies and systems (Rihan, 2020)   Acquisition  Development HRM =  Motivation  Maintenance Public Human Resource Management  Public HRM is an integral process that occurs in a particular environment, comprising all the main activities carried out by certain individuals and groups in the public sector institutions as part of their assigned duties in order to achieve certain objectives by making use of resources or aids and by following certain outcomes for effective and efficient action (Wessels, 2015) Public Human Resource Management Pendleton Act of 1883 established the Civil Service System Civil Rights Act of 1964 Equal Employment Opportunity Act of 1972  Historical Perspective on Public Human Resource Management  PHRM can be viewed from at least 4 perspectives (Klingner, Nalbandian, Llorens 2010): First, it is the functions (planning, acquisition, development, and discipline) needed to manage HR in public agencies. Second, it is the processes by which public jobs, as scarce resources, are allocated. Third, it is the embodiment of human resource systems: the laws, rules organization, and procedures used to fulfill personnel functions in ways that expresses the abstract values. Fourth, it is the interaction among fundamental societal values that often conflict. These values are responsive, efficiency, employee rights, and social equity.  RESPONSIVENESS means a budget process that allocates positions and therefore sets priorities and an appointment process that considers political/personal loyalty along with education and experience as indicators of merit.  EFFICIENCY means staffing decisions based on ability and performance rather than political loyalty.  EMPLOYEE RIGHTS means selection & promotion based on merit w/o partisan political interference.  SOCIAL EQUITY means public jobs allocated proportionately based on gender, race, and other designated criteria.  Historically, PHRM systems developed in evolutionary stages or eras: Stage of Dominant Dominant Pressures for Evolution Value(s) System(s) Change Patrician Era Responsiveness “Government Political Parties + (1789-1828) Elites” Patronage During this era in which public jobs were awarded according to political loyalty or party affiliation.  Historically, PHRM systems developed in evolutionary stages or eras: Stage of Dominant Dominant Pressures for Evolution Value(s) System(s) Change Patronage Responsiveness Patronage Modernization + (1829-1882) Democratization The small group of upper-class property owners who had won independence and established the national government held most public jobs.  Historically, PHRM systems developed in evolutionary stages or eras: Stage of Dominant Dominant Pressures for Evolution Value(s) System(s) Change Professionalism Efficiency + Indiv. Civil Service Responsiveness + (1883-1932) Rights Effective Gov’t. It is the era were the increased size and complexity of public activities that defined PHRM as a neutral administrative function so as to emphasize modernization through efficiency and democratization by allocating public jobs on merit.  Historically, PHRM systems developed in evolutionary stages or eras: Stage of Dominant Dominant Pressures for Evolution Value(s) System(s) Change Performance Responsiveness Patronage + Civil Indiv. Rights + (1933-1964) + Efficiency + Service Social Equity Indiv. Rights The unprecedented demands of a global depression and World War II led to the emergence of hybrid performance model that combined the political leadership of patronage system and merit principles of civil service systems.  Historically, PHRM systems developed in evolutionary stages or eras: Stage of Dominant Dominant Pressures for Evolution Value(s) System(s) Change People Responsiveness Patronage + Civil Dynamic equilibrium (1965-1979) + Efficiency + Service + Collecting among four competing Indiv. Rights + Bargaining + Affirmative values and systems Social Equity Actions Social upheavals sanctioned the emergence of the people era in which collective bargaining emerged to represent collective employee rights and affirmative action emerged to represent social equity.  Historically, PHRM systems developed in evolutionary stages or eras: Stage of Dominant Dominant Pressures for Evolution Value(s) System(s) Change Privatization Responsiveness + Patronage + Civil Service + Dynamic equilibrium (1980-present) Efficiency + Indiv. Collecting Bargaining + among four competing Accountability + Affirmative Actions + values and systems, and Limited Gov’t + Alternative Mechanisms + three anti- governmental Community Flexible Employment values and systems Responsibility Relationship It emerged during President Carter when he proposed the 1978 Civil Service Reform Act on the grounds on poor performance in the public service.  Historically, PHRM systems developed in evolutionary stages or eras: Stage of Dominant Dominant Pressures for Evolution Value(s) System(s) Change Partnerships Responsiveness + Patronage + Civil Service + Dynamic equilibrium (2002-present) Efficiency + Indiv. Collecting Bargaining + among four competing Accountability + Affirmative Actions + values and systems, and Limited Gov’t + Alternative Mechanisms + three anti- governmental Community Flexible Employment values and systems Responsibility + Relationship Collaboration It rest the values of personal accountability, limited and decentralized government, and community responsibility for social services Nature of HRM 1. Application of Management Functions and Principles  The functions and principles are applied to acquiring, developing, maintaining and providing remuneration to employees in organization. 2. Decision Relating to Employees must be Integrated.  Decisions on different aspects of employees must be consistent with other human resource (HR) decisions. 3. Decisions Made Influence the Effectiveness of an Organization  Effectiveness of an organization will result in betterment of services to customers in the form of high quality products supplied at reasonable costs. 4. HRM Functions are not Confined to Business Establishments Only  …but applicable to nonbusiness organizations such as education, health care, recreation and like. Scope of HRM  Human Resource Planning  The objective of HR Planning is to ensure that the organization has the right types of persons at the right time at the right place.  HR Planning forecast demand and supplies and identify sources of selection. HR Planning develops strategies both long-term and short-term, to meet the man-power requirement.  Design of Organization and Job  This is the task of laying down organization structure, authority, relationship and responsibilities. This will also mean definition of work contents for each position in the organization.  This is done by “job description”. Another important step is “Job specification”. Job specification identifies the attributes of persons who will be most suitable for each job which is defined by job description.  Selection and Staffing  This is the process of recruitment and selection of staff. This involves matching people and their expectations with which the job specifications and career path available within the organization.  Training and Development  This involves an organized attempt to find out training needs of the individuals to meet the knowledge and skill which is needed not only to perform current job but also to fulfil the future needs of the organization.  Organizational Development:  This is an important aspect whereby “Synergetic effect” is generated in an organization i.e. healthy interpersonal and inter- group relationship within the organization.  Compensation and Benefits  This is the area of wages and salaries administration where wages and compensations are fixed scientifically to meet fairness and equity criteria. In addition labour welfare measures are involved which include benefits and services.  Employee Assistance  Each employee is unique in character, personality, expectation and temperament. By and large each one of them faces problems everyday. Some are personal some are official. In their case he or she remains worried. Such worries must be removed to make him or her more productive and happy.  Union-Labour Relations  Healthy Industrial and Labour relations are very important for enhancing peace and productivity in an organization. This is one of the areas of HRM  Personnel Research and Information System  Knowledge on behavioral science and industrial `psychology throws better insight into the workers expectations, aspirations and behaviour.  Continuous research in HR areas is an unavoidable requirement. It must also take special care for improving exchange of information through effective communication systems on a continuous basis especially on moral and motivation. Exercise! Objectives of HRM Societal Objectives  seek to ensure that the organization becomes socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization.  The failure of the organizations to use their resources for the society’s benefit in ethical ways may lead to restriction Organizational Objectives  it recognizes the role of HRM in bringing about organizational effectiveness. It makes sure that HRM is not a standalone department, but rather a means to assist the organization with its primary objectives.  The HR department exists to serve the rest of the organization. Functional Objectives  is to maintain the department’s contribution at a level appropriate to the organization’s needs. Human resources are to be adjusted to suit the organization’s demands.  The department’s value should not become too expensive at the cost of the organization it serves. Personnel Objectives  it is to assist employees in achieving their personal goals, at least as far as these goals enhance the individual’s contribution to the organization.  Personal objectives of employees must be met if they are to be maintained, retained and motivated. Otherwise employee performance and satisfaction may decline giving rise to employee turnover. -END-