Module 6 Lecture
Human Resource Management in Public Administration
Overview of HR Management in Public Administration
Focuses on basic ideas related to HR management in the public sector
Addresses various issues in government employment and managing public employees
Components of Organizations
Essential components include:
People
Rules, regulations, and policies
Management and leadership dynamics
Organizational goals and targets
Means to achieve objectives
Functions of HR Management
Broadly includes processes and policies related to:
Prospective employees
Current employees
Retired employees
Dismissed employees
Management functions encompass:
Recruiting processes
Training and evaluations
Compensation
Discipline
Termination
Terminology
Human resource management is also known as:
Personnel administration
Personnel management
History of the Spoils System
Introduced by President Andrew Jackson:
Public officials hired based on political affiliations/dealings
Jackson's belief: government work could be managed by anyone regardless of specific skills
Resulted in high turnover rates in office, argued as a method to democratize government
Issues arising from the spoils system led to significant problems in the public sector.
Civil Service Reforms
James Garfield’s Assassination (1881)
Assassination by Guiteau raised awareness of spoils system issues
Sparked interest in civil service reforms
Pendleton Civil Service Reform Act (1883)
Aimed to end spoils system
Introduction of merit-based recruitment for public officials
Initially impacted a small percentage (10%) of federal employees, gradually increased to 90% over time
Merit System vs. Spoils System
Merit System:
Formal qualifications set for hiring
Recruitment and promotion based on merit, not political affiliation
Ensures a fair competition process
Components of the merit system:
Non-discriminatory recruitment and promotions
Fair treatment and equal pay
High work conduct standards
Efficient workforce use and employee training
Protection against arbitrary actions
Whistleblower protections
Prohibited Practices
Discrimination in employment
Obstruction of competition rights
Influencing authority based on political connections
Unauthorized preferential treatment
Historical Reforms (1960s-70s)
Addressed anti-discrimination across various dimensions:
Race
Gender
Ethnicity
Disability status
Efforts began with federal government agencies and expanded to state and private sectors.
Understanding Human Resource Management
Focus on managing human resources throughout their careers:
Hiring
Compensation
Employee benefits
Discipline and compliance with behaviors
Work records management
Employee development and training opportunities
Main HR functions:
Recruiting: Making job openings known publicly
Selection process: Evaluating candidates based on qualifications
Evaluations can include testing, interviews, reference checks, and job offers based on qualifications
Job Relatedness in Selection Process
Ensure no discriminatory acts:
Civil Rights Act and Equal Employment Opportunity Act should guide hiring practices
Job Relatedness:
Qualifications for positions should directly relate to job performance
Example of discriminatory practices related to education and IQ tests examined.
Compensation Structure
General Schedule (GS) classification for public employees:
Established in 1949 and revised under Civil Service Reform Act
Reward system based mainly on longevity instead of performance
Pay grades range from levels 1 to 15, with higher levels for more senior roles
Compensation challenges include:
Competitive salary issues
Motivation issues for performance
Pay for Performance
Introduced as a method of incentivizing performance:
Monetary rewards for high performance
Challenges in defining performance measurement and maintaining objectivity
Employee Training and Development
Goals include:
Both skill development for current roles and career advancement
Types of training: skills training, job rotations, mentoring, and conferences
Employee Motivation
Two types of motivation explored:
Intrinsic: Internal drivers such as personal values
Extrinsic: External rewards like pay
Maslow’s Hierarchy of Needs applied to motivation in the workplace
Herzberg’s Two-Factor Theory:
Satisfiers (content factors) that motivate employees include achievements and growth
Dissatisfiers (hygiene factors) relate to policies and working conditions that can demotivate
Public Service Motivation Theory
Developed by Perry, focusing on individual's motivations to work in the public sector
Dimensions include:
Attraction to policymaking
Commitment to public interest
Compassion and self-sacrifice
Collective Bargaining in Public Sector
Negotiation between management and employee representatives about:
Pay
Working conditions
Benefits
Differences between public and private sector bargaining:
Public sector affected more significantly by strikes due to the nature of services provided
Current HR Crisis in Governments
Identified factors contributing to the crisis:
Increased competition for competent employees
New technology impacts workforce and service delivery
Aging workforce approaching retirement
Negative perceptions of public sector employment leading to decreased interest
Suggestions for reform:
Increased focus on performance
Treat employees as assets not costs
Creating career development opportunities
Conclusion
Key focus areas for public HR management and the need for reform to attract talent in modern public administration.