Human Resources and Efficiency in Public Administration

Human Resources and Efficiency in Public Administration Ing. Libuše Měrtlová Mgr. Zdeňka Dostálová VŠP Jihlava

Introduction • Information and knowledge – primary source of economic growth in society of knowledge • Crucial factor of each company‘s development: people and their ability to use other sources (material, financial) • Service companies – higherprofits and market value than traditional production companies

The Skandia Market Value Scheme

Human Capital • OECD guideline Measuring and Reporting Intellectual Capital: intellectual capital = human capital + structural capital + social capital • Human capital • knowledge in the minds of employees • creativity, experience, skills, abilities, motivation, loyalty, satisfaction, willingness to learn, etc. • leaves organization when experts leave, employees carry it home from work every day

Structural Capital • Organizational processes, procedures, systems, databases, company culture, etc. • Control centre and its methods, ability to learn, intellectual property rights (brands) etc. • Classified into organizational and customer capital

Customer Capital • Issues connected with customers • Customer databases, customer relations • Increasingly important • Precondition for company‘s survival, competitive advantage creating, quality of outputs, and product certification

Research • Evaluating the level of public administration • College of Polytechnics internal grant • Public administration organizations in the Vysočina Region (2 phases – employees, clients) • 1st phase - 3 stages: • Jihlava town council • regional authority • 25 municipalities and LAUs in the region

Research • Respondents 30 % of employees, randomchoice, anonymousresponses • Personalevaluationofworkconditions • 60 questions in 6topics: HR, organizationalcapital, informationcapital, customercapital, performance measuring, innovationcapital • Answers: yes, no, otheroptions, noanswer

Table 1: Answers of organization I employees – Human Resources

Graph 1: Answers of organization I employees – Human Resources

Table 2: Answers of organization I employees– Customer capital

Graph 2: Answers of organization I employees – Customer capital

Table 3: Answers of organization I employees – Organizational capital

Graph 3: Answers of organization I employees – Organizational capital

Table 4: Answers of organization I employees – Innovation capital

Graph 4: Answers of organization I employees – Innovation capital

Human Capital • Reserves: • communication and sharing the organization’s values • system of assessing work performance • consequently work performance management.

CustomerCapital • Reserves: • higher interest in the clients • holding marketing events of the organization (are theysuitable in public administration?) • introducing regular satisfaction surveys of clients leaving the office • surveys of needs of the incomingclients

Organizationalcapital • Positiveevaluation • company’spossibility to conform to the changing conditions • possibility of building work teams • prevailing democratic style of management • Reserves • increasing personal responsibility in implementing work tasks • reduction of levels in the organizational chart • improvingthe communication of the organization’s strategy, vision, and mission to its employees

Innovation capital • Reserves: • low possibility of personal influencing innovation implementation • insufficient evaluation of innovation changes efficiency • no feedback • insufficient motivation of employees to suggest new methods of work

Thank you for your attention Ing. Libuše Měrtlová, VŠP Jihlava, mertlova@vspj.cz, +420723313956 Mgr. Zdeňka Dostálová, VŠP Jihlava, dostalova@vspj.cz, +420567141111

Human Resources and Efficiency in Public Administration