Abstract
The focus of this paper is to examine the strategic role of human resource (HR) management in organizational level goal-setting and decision-making processes and to determine how the Human Resources department collaborates with other departments or outside organizations to execute its practices both within and outside the Afghanistan Ministry of Mines and Petroleum (MoMP). In this study, social network analysis (SNA) is utilized to analyse the formation of networks for each practice of human resources management (HRM) in the Ministry of Mines and Petroleum. This research has found that although public organizations in Afghanistan lack a modern administrative system due to the unsuccessful implementation of administrative reform, some features of strategic HRM are apparent in the current HRM within public organizations in Afghanistan, particularly in the MoMP. This finding provides insight into the strategic HRM concept, which can contribute more than traditional HRM to improving the sustainability of the MoMP.
Highlights
The Ministry of Mines and Petroleum (MoMP) is one of the leading ministries of the Afghanistan government and is responsible for managing and controlling natural resources in Afghanistan [1]
This study found that the 41 actors were involved in six different networks and different collaborative activities with the Human Resources (HR) department of the MoMP
These results indicate that the strategic human resource management (SHRM) feature of being involved with and determining the primary goals of agencies is noticeable in the MoMP
Summary
The Ministry of Mines and Petroleum (MoMP) is one of the leading ministries of the Afghanistan government and is responsible for managing and controlling natural resources in Afghanistan [1]. The Human Resources (HR) department is one of the vital departments of the MoMP It is responsible for managing HR according to the civil servant law and the national strategy for the mining sector in Afghanistan and for the MoMP. The commission developed legislation, policies, and procedures that intended to modernize human resource management (HRM) practices in Afghanistan’s public organizations. A need to apply more reforms and introduce new concepts of administrative systems remains, in the HRM field. These are necessary to improve the productivity of public organizations, while providing services to satisfy the Afghan public
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