Improving Human Resources in the Public Sector – A Key to Successful Reform?. David Guest Professor of Organizational Psychology & Human Resource Management King’s College, London. What is Human Resource Management?.
Professor of Organizational Psychology & Human Resource Management
King’s College, London
“All those activities associated with the management of work and people in organisations”
(Boxall and Purcell, 2011)
Usually the major cost factor. Therefore effective management of human resources should:
A new approach requires :
“Human resource management is too important to be left to human resource departments”
Lots of evidence showing an association between more high quality human resource practices and performance in private and public sectors
Recruitment & selection Resources
Training & Development
Enhanced employee performance
Met psych. contractA Refined Model
Opportunity to participate
Number of HR practices in the public (N=546) and private sectors (N=1277)
Implementation at Stages 3-5 cannot occur without Stages 1 & 2
So line managers’ views on HR practices and their competences become central issues
Implementation of a Formal Bullying Policy
Zero Tolerance Approach
Selection of Staff
Implementation of Awareness Campaigns
Address Environmental Problems
Training and Development for Managers and for Staff
Providing Informal Advisory Services
Support for Victims of Bullying
All are in place at this hospital
The hospital has all the right HR policies and practices in place but bullying still very high. Why?
Reflects the gap between ‘intended’ and ‘implemented’ practice
Reinforces need to focus on implementation
Is this likely to be particularly challenging in public sector professional bureaucracies?
Line managers have responsibility for much HR implementation.
However key issue concerns motivation and competence to implement.
UK line managers “are neither capable nor motivated to take on these issues” (Hope Hailey et al,2005)
Dutch line managers more motivated and capable but hindered by time pressures
Bowen and Ostroff (2004) argue that the link between HR strategy and HR practices and outcomes will be stronger if there is a ‘strong’ HR system perceived as high in: