Public Sector Human Resource Research Articles

Trust in Asian leadership: fostering social responsibility and ethical advocacy in the Vietnamese public sector Human Resource management

Trust in Asian leadership: fostering social responsibility and ethical advocacy in the Vietnamese public sector Human Resource management

Navigating the digital frontier: transformative technologies reshaping public administration

We are witnessing unprecedented, swift transformations across all industries in the current era. Advancements in information and communication technology have provided us with a tremendous opportunity for change. Our research delves into the profound impacts of digital transformation, extending beyond the public sector to encompass a variety of fields. The public sector, in particular, is experiencing its own set of transformations and changes. Our research offers an in-depth analysis of digital transformation in the public sector, with an emphasis on the key technologies driving this evolution. These include artificial intelligence and machine learning, the Internet of Things (IoT), cloud computing, big data and analytics, digital twins, robotic process automation, augmented reality, and the metaverse. We thoroughly conceptualize these technologies, assessing their relevance and impact on the public sector. Moreover, we identify the potential challenges and present diverse global examples. Our findings reveal that technologies such as artificial intelligence and machine learning (including Generative AI, ChatGPT, and Google Gemini/Bard), IoT, cloud computing, big data and analytics, digital twins, robotic automation, and augmented reality are pivotal in enhancing or creating new value propositions. These technologies have shown remarkable efficacy in elevating the quality of services between individuals and governmental entities, reducing burdens, boosting efficiency, and profoundly transforming public administration and political science. Moreover, aligning these technologies with institutional requirements is essential for successful transformation. Nevertheless, it is noted that these technologies will also refine the competencies of human resources in public administration. Implemented practices reveal that civil servants need higher expertise and improve their skill sets compared to past benchmarks. Based on these insights, we advocate for higher education institutions and other bodies responsible for public sector human resource development to integrate more practical and theoretical technology-focused courses into their curricula. A comprehensive review of the existing literature indicates a scarcity of studies that holistically investigate these technologies and assess them through the lens of field experts, researchers, and policymakers. Our study addresses this gap and contributes significantly to understanding these technologies’ transformative potential.

Artificial Intelligence and Public Sector Human Resource Management: Opportunities, Challenges

We have developed concerning individuals, technology, industry, and different resources because of developing globalization since evolution is an ever-evolving shift through time. Mechanical technology, language acknowledgment, picture acknowledgment, information investigation, and a couple of additional master frameworks is a portion of the innovations that are essential for the evolution of digitization and regularization of artificial intelligence. Organizations, particularly those in the IT sector, are adopting various innovations including virtual reality, augmented reality, artificial intelligence, and others. Human resource management methods must now undergo the same evolution through computerization of work, which might incorporate undertaking, employing achievement (the enlistment and determination process), upgraded ability quality, information examination, and group plan viability. In the current study, we carefully examined and analyzed a sizable number of published papers based on their contributions to the field of knowledge with the quickly developing trend of using artificial intelligence technology in contemporary economics. Additionally, look into how experience and age affect the suggested associations. In order to examine the link between the study's latent variables, a structural framework was established. The findings showed that behavioral intention of HR professionals is significantly influenced by trust and performance expectations. The performance expectations of HR professionals were significantly influenced by trust and technical readiness. Finally, there was no moderating influence of age or experience on the link between performance expectations and behavioral intention and trust. The results of this study help advance the notion of information technology dissemination in human resource management. All the examination of information relating to human resources has attracted the consideration of all organizations late years, and the accentuation has been put on human capital, which is viewed as the essential variable affecting the improvement of the business and its exercises at all degrees of human resource arrangements. It tries to clearly outline the problems that computer scientists are working to address for HR researchers. By emphasizing those that use artificial intelligence, it simultaneously outlines the many and modern IT approaches, tools, and methodologies now in use.

Adopting a Purposeful Approach to Hybrid Working integrating notions of place,space and time

Hybrid working is a prevalent way of working, representing a significant change for public sector organisations. The change management literature brings together the notions of place and space; however, little research on hybrid working has used this framing. In this article, we extend this framing to include time, arguing that key to hybrid working effectiveness is the adoption of a purposeful approach to integrating place, space and time. This article has the potential to assist public sector human resource practitioners, managers, employees and policymakers as they navigate their way through these changing times.

Workplace Incivility and Its Impact on Public Employees’ Job Search Behavior

While extensive research documents that workplace incivility has negative consequences for both employees and organizations, there has been limited research on how workplace incivility experiences affect public-sector employees. This study examines the associations between workplace incivility experiences and public employee job satisfaction and job search behavior. Relying on the Conservation of Resources theory, this article develops a research model that suggests that workplace incivility experiences prompt job search by lowering employee job satisfaction. The analysis of survey data collected from 751 professional employees working in a state-level law enforcement agency shows that both supervisor and coworker incivility are associated positively with employee job search behavior, but supervisor incivility has a stronger association. Moreover, the analysis shows that the indirect effects of supervisor incivility and coworker incivility on job search behavior through job satisfaction are stronger for employees of color and weaker for older employees. These findings have implications for public-sector human resource management.

Support for Affirmative Action in the Workplace: Gender, Race, and Sector Differences

Understanding attitudes toward affirmative action (AA) is important because it plays a critical role in the successful implementation of AA and hence diversity in organizations. The field of public sector human resource management (HRM) places a good deal of attention on diversity, equity, inclusion, and accessibility (DEIA). The legal tool of affirmative action remains an important tool for achieving DEIA. This study examines gender, race, and sector differences as predictors of gender- and race-based support for AA in the workplace. Using data from the 2000 to 2018 General Social Survey (GSS), this article finds that Blacks and other persons of color offer more support than White men for race-based and gender-based AA. In addition, women offer more support than men for gender-based affirmative action, but only in the private sector. Overall, public sector employees do not support race- or gender-based AA programs more than their private sector counterparts.

Public Sector Collective Bargaining: A Meta-Review

Public sector labor unions and their commitment to collective bargaining are central to the study of public sector human resource management. This study explores collective bargaining scholarship in the United States as exemplified in the public administration literature. Systematically coding 220 articles from the top fifteen (mainstream) peer-reviewed public administration journals over a period of 50 years (1970–2020), this study examines how public sector collective bargaining is framed and conceptualized in public administration research, identifying, and studying the dimensions of public sector collective bargaining research in the United States. The primary purpose of this article is to map trends and gaps in local, state, and federal public sector collective bargaining scholarship, which is an essential public personnel function in need of further academic attention. It is also hoped that this study could stimulate future research into public sector collective bargaining.

Research on the Impact of Public Sector Human Resource Management System Based on Artificial Intelligence Technology on Employee Psychological Contract

Research on the Impact of Public Sector Human Resource Management System Based on Artificial Intelligence Technology on Employee Psychological Contract

Study on the Role of Public Sector Human Resource Management in Educational Management Reforms

Abstract The principles and methods of human resource management have been introduced into the field of education for some time, but the analysis of the current state of research, specifically on educational management, is still insufficient. The first part of this paper analyzes the measures that are related to human resource management in education management reform in each sector and further investigates the factor analysis method in the public sector human resource management system. By constructing the factor analysis model and factor calculation method, we can provide an algorithmic basis for studying the role of public sector human resource management in education management reform. The article utilizes the factor analysis method to conduct an empirical study by using the educational resources of different schools in 11 cities of Province A as test objects. According to the study, the first principal component has seven-factor loadings that are higher than 0.72, which indicates that all seven factors have a positive impact on the allocation efficiency of higher vocational education. The second principal component has four-factor loadings greater than 0.80, suggesting that all four factors have a positive effect on the allocation efficiency output of higher vocational education. From the sample data of the school education resource allocation status of each city, it can be obtained that the school education resource allocation status of city A is the most favorable, with the highest overall score of 43,153.1, followed by city B and city D, with 25,431.9 and 12,136.4, respectively. This indicates that the education resource allocation effect of these three cities is better and belongs to the upstream level in province Z.

Changes of Public Sector Human Resource Management (HRM)

Public sector human resource management is a way to manage human in a hierarchical activity which acts as the main rotor of efficiency and effectiveness of public-scale growth and development. As our environment changed in 2020 caused by covid-19 pandemic, so does the human resource management. Substantial changes in society impacted the way we shape management activity. This study aims to map the research trend changes of public sector human resource management in pre and post covid-19 period. We conduct bibliometric study to explore the factors and criteria of a toxic leader from open access scopus indexed journals using biblioshiny application limited to pre (2016 to 2019) and post (2020 to 2023) covid-19 periods. The criteria for filtering journal articles are based on PRISMA and JBI standards. Data suggested that covid-19 event ignite the research production. The research domains for pre covid-19 were focused on human resource growth and development, while post covid-19 domains were focused on survival and resilient. Country rank of most published paper related to the locus field also related to worldwide survey of economic growth in pre to post covid-19 pandemic. However, rapid increase of publication in post covid-19 period did not followed by study continuity and relatedness.

Public Sector Human Resources Capacity Development in Equivalent Administrative Positions into Functional Positions in the City of Makassar

The study aimed to examine the capacity building of public sector human resources in the context of the equalization of administrative positions into functional positions in Makassar. This bureaucratic reform was triggered by the issuance of Regulation of the Minister of Administrative and Bureaucratic Reform Number 17 of 2021, which aimed to restructure the government apparatus and had significant implications for bureaucratic work systems and mechanisms, particularly in the local government sphere. To conduct the research, qualitative research methods were employed. Data collection methods included observations, in-depth interviews, and documentation, with primary and secondary data sources contributing to the study. An interactive data analysis model was used for data analysis. The study revealed that efforts to develop the capacity of employees in implementing the equalization of administrative positions into functional positions in Makassar City were relatively effective. Capacity-building initiatives were focused on civil servants who were impacted by the changes resulting from the equalization of positions. Despite these efforts, the study identified that the impact of capacity building on civil servants affected by the equalization of positions was not fully realized. There were still some challenges or limitations hindering the complete integration of the changes and the optimal utilization of human resources in their new functional roles. As a result, the study suggests that additional measures may be required to enhance the capacity-building process and ensure that civil servants are fully equipped to perform effectively in their new functional positions. These measures may include further training and support to help civil servants adapt to the changes and fulfill the responsibilities of their new roles.
 Keywords: capacity building, human resources for public organizations, equal positions

Work motivation as a strategic development tool for the Greek forest service departments: Evidence from the region of Macedonia and Thrace

Attaining objectives might be difficult for the Greek Public Administration, which makes it essential to use for effective motivational tactics to raise staff performance and for realization of the organization's mission. It is considered that the public sector's human resources are its most valuable asset, it is deemed essential to motivate employees based on their unique qualities. Hence, the purpose of this work is to justify the factors that contribute to the commitment and improvement of the employees’ performance occupied in the Greek Forest Services of Macedonia-Thrace Region. All employees of the aforementioned services were asked to complete a questionnaire with the intention of learning more about what drives them, which is crucial information for academics and policymakers alike. From the results of the research emerged, that the most important motivational factor is the employees’ need to work for the common good and be part of an important vision. The ability to take initiative and participate in decision-making, the recognition of employee’s contributions and feedback on the results of their work, the recognition of their needs as parents and as individuals, and the fact that their department's management and their co-workers value them as people are all significant motivating factors. The aforementioned findings provide Greek policymakers with an effective instrument for enhancing the performance of public services.

Where theory and practice meet: Good government, merit-based civil service, and HRM courses

ABSTRACT MPA programs are the only place where public sector human resource management (HRM) is taught. When HRM is not among the list of required courses, programs forgo their responsibility to teach the next generation of public servants why merit-based civil service is crucial to a functioning democracy. The danger of ignorance is reflected in an Executive Order issued in 2020 that would have removed job protections from thousands of federal civil servants. While the Order was rescinded in 2021, it has many advocates and remains on the agenda. This is a wake-up call to MPA programs to require students to learn why job protections are the bedrock of good government, a bedrock as foundational as a free press and more foundational than budgeting skills. However, 97% of MPA programs require a budgeting course but only 72% require an HRM course. If theory and practice meet in MPA classrooms, then HRM has to be there.

The Reform of Human Resource System in the Public Sector under the New Public Management System

The work presented in this paper focuses on New Public Management (NPM) and the public human resource management system. New Public Management (NPM), which has been used in the West for a number of years, is currently being implemented in China to manage various government departments. China is aware of the benefits that NPM may bring to the management of the government. In the context of New Public Management, departments of public human resources will also need to undergo transformations in order to improve talent management and recruitment efforts. This paper identifies the problems with public sector human resource management, including but not limited to the following: the focus of Chinese public sector personnel on achieving public sector goals at the expense of personal goals; the unfairness of recruitment principles due to human relations, which is not conducive to the rational allocation of talent and leads to brain drain; and the outdated management style, problematic promotion system, and inadequate incentives in China's public administration. Increasing the effectiveness of the performance evaluation process is one way to solve these shortcomings. These deficiencies can be rectified by enhancing the performance appraisal mechanism, establishing a flexible system for workers, and aiming for maximum efficiency in order to improve the difficulties in the public sector. This paper offers some references for the improvement of talent management in public organizations.

Factors Influence the Performance of Training Organizations: A Study on Bangladesh Public Administration Training Centre

Bangladesh Public Administration Training Centre (BPATC), an apex training organization, is a key player in the development of public sector human resources by offering and arranging high-quality training programs. A current curriculum and qualified training professors and staff are required for quality and effective training. As a result, the study's goals are to identify variables that determine training institution performance and as well measuring factors that influence, or impact training organizations’ performance and policy implications are drawn. A quantitative approach is adopted and as a research technique employs a highly known and frequently utilized structured questionnaire survey instrument. The respondents' data is collected using a purposive sampling approach. For data analysis, a scholarly software program called SPSS is employed. In addition to descriptive statistics, principal component factor analysis is used in this study. Unstandardized Coefficients values with significant levels (p<.001) are used to test stated hypotheses and ANOVA is used to evaluate model significance. For organizational performance, PCA has identified four variables. Factors have high loading values. Among the four hypotheses, regression results confirmed that only one hypothesis ‘training staff relationship’ is having a positive and significant relationship with training organizations’ performance.

Artificial intelligence and public sector human resource management in South Africa: Opportunities, challenges and prospects

Orientation: The Fourth Industrial Revolution has transformed modern society by ushering in the fusion of advances in robotics, the Internet of Things (IoT), genetic engineering, quantum computing, and artificial intelligence (AI) among others. AI brings a range of different technologies and applications to interact with environments that comprise both the relevant objects and the interaction rules and have the capacity to process information in a way that resembles intelligent behaviour. Similarly, artificial intelligence is also being used in the human resources management (HRM) processes and functions in the public sector to map sequences to actions.Research purpose: The study explores the opportunities, challenges, and future prospects of integrating Artificial Intelligence (AI) and Public Sector Human Resource Management (HRM) in South Africa’s public sector.Motivation for the study: The study was motivated by the need to examine the dynamics surrounding the adoption, implementation and operationalisation of the 4IR in the management of human resources in the SA public sector in this unfolding dispensation.Research Approach: Data was collected using the extensive review of written records such as books, journal articles, book chapters among others which were purposively selected for use in this study. Data was analysed using content and thematic analysis techniques.Research Findings: The study established that Artificial Intelligence is beneficial in the sense that it can improve public service delivery in South Africa as the HRM personnel is enabled to focus more on the strategic areas of management by taking over routine tasks, and that it helps minimize bias in public service recruitment and selection. In contrast, research on potential challenges has revealed that combining Artificial Intelligence and Public Sector Human Resource Management may pose a threat to white-collar jobs.Practical/ Managerial Implications: This study may lead to practical applications of AI to support the HR functions of public sector entities in SA. The public managers are better informed about the impediments, gaps and opportunities that may arise from using AI in managing human resources in SA’s public sector.Contributions: This study contributes to the body of knowledge as it unpacks and informs the dynamics associated with the implementation of AI in managing human resources in public sector entities.

From Bureaucrats to Entrepreneurs to Networkers, Advocates, and Empaths: Reappraising Human Resources Management Ideals and Practices in Public Administration

This article assesses how changing paradigms of public administration have been reflected in public sector human resources management over time. It finds that large-scale reform acts, such as the Pendleton Act or the Civil Service Reform Act and the National Performance Review reflected the “ideals” of the rule-following bureaucrat of the Old Public Administration (OPA) and of the result-seeking entrepreneur of New Public Management (NPM). However, the advocate, empath, and networker of New Public Administration (NPA) and New Public Service (NPS) has not been pursued through similarly encompassing reform efforts. While gradual changes such as a more representative bureaucracy and increased collaborative governance have paved the way for a deeper integration of NPA and NPS values into human resource policy and practice, more efforts are needed to promote advocates, empaths, and networkers as the core of the “new” public service. We conclude by making some tentative suggestions in this direction.

Analysis of Performance Management Systems in Military

This article uses literature studies and interviews to find out the extent to which the performance management systems and practices commonly found in non-military public sector organizations are also applied within a military organization with the Yonzipur 9/LLB Divif 1 Kostrad case study. To this end, in the first stage the researcher conducted an analysis of twenty selected articles related to the topic of performance management to find out the key elements in public sector performance management in general. Furthermore, researchers conducted interviews with a number of speakers from both the military and public sector human resources experts to enrich the results of the analysis. In general, military organizations as well as public organizations in general have performance management systems and practice a number of key elements of performance management systems including, among others: Performance planning, determination of performance targets, implementation, performance feedback, rewards and recognition. However, military organizations have their own peculiarities as implications of the existence of a rigid command system and organizational culture. This research is expected to be able to contribute to increasing understanding of performance management practices in military organizations while knowing the uniqueness of Kostrad as a military organization compared to other public sector organizations.

Public personnel administration and human resource management paradigm on public service performance: Nigerian pendulum

Public personnel administration draws heavily from private personnel administration and using such knowledge for successful management within the permanent bureaucracy. Professional management of people in government is fundamental towards public service performance and the public good. From the nineteenth century and now public sector human resource management continuous to move away from the traditional personnel management approach and heading towards the new public management paradigm for improving public service performance. With 219 participants and by the exploratory research design, the result of the study indicates strong positive correlation between public personnel administration and public service performance. The study suggests that further study could examine the relationship between law making and its interpretation on public sector human resource management. It recommends that public personnel administration should learn more from the new public management approach to enhance effectiveness.

Never in Our Imaginations: The Public Human Resources Response to COVID-19 in Northwest Florida

The Coronavirus disease 2019 (COVID-19) pandemic has placed unprecedented demands on the whole of society. The public sector human resources (HR) function has played a key role in responding to COVID-19. This paper considers: How did public sector HR organizations in Northwest Florida respond during the COVID-19 pandemic? What are lessons learned from the perspectives of resilience and vulnerability? Interviews were conducted with HR professionals in Northwest Florida in early 2021. Responses suggested many points that show resilience, sensemaking, and adaptive capacity. However, some aspects of responses indicate the presence of vulnerability, as well as concerns with leadership and management.