The Impact of HRM Practices on the Performance of Municipalities. The Case of Slovenia

Mojca Biščak,Jože Benčina

doi:10.24193/tras.58e.1

Abstract

On the basis of existing research, the paper presents a model for analyzing the impact of the use of human resource management practices on organizational performance. The model allows the assessment of these impacts after analyzing the use of human resource management practices and the achieved performance. The model includes a survey questionnaire on human resource management practices, a principal component analysis of the results of the questionnaire, a DEA model to determine the performance and a linear regression model of the impact of human resource management practices on the performance of Slovenian municipalities. The results of the research confirm a negative (focus on quality and job security) and positive (supervisory practices) impact of the use of certain human resource management practices in Slovenian municipalities on their organizational performance. The findings indicate the need for balancing between focus on quality, employee security, and supervisory practices for better individual and organizational performance in Slovenian local administration.

Highlights

Effectiveness and performance of organizations rests with their staff: their capacities and skills, as well as the ability of the leadership to motivate staff to do their best in achieving organizational objectives
The findings indicate the need for balancing between focus on quality, employee security, and supervisory practices for better individual and organizational performance in Slovenian local administration
The main aim of the research is to create a model for analyzing the impact of the use of HRM practices on achieving organizational performance of municipalities, and to use this model for Slovenian municipalities

Summary

Introduction

Effectiveness and performance of organizations rests with their staff: their capacities and skills, as well as the ability of the leadership to motivate staff to do their best in achieving organizational objectives In this respect, an increasing importance is given to human resource management, since it manages the capacities, skills and knowledge of employees and affects their individual performance (Alagaraja, 2013; Drucker, 2003). To add further clarity through either new research methods, new samples, or within new settings, authors call for further research of the situation concerning the use of HRM practices and their impact on the functioning of public sector organizations (Giauque, Anderfuhren-Biget and Varone, 2013; Gould-Williams, 2003; Ko and Smith-Walter, 2013; Walker and Andrews, 2013)

Objectives

Methods

Findings

Conclusion