2012年-世界发展银行全球_Does_the_Public_Sector_HRM_System_Strengthen_Staff_Performance__7页_1mb

Summary of "Does the public sector HRM system strengthen staff performance?"

Core Content

This GET Note explores the effectiveness of Human Resource Management (HRM) systems in the public sector in enhancing staff performance. It highlights that while HRM systems are crucial, they must be carefully designed and implemented to address the root causes of poor performance and support long-term success.

Main HRM Levers for Improving Staff Performance

The document outlines five key HRM levers that can influence staff performance in the public sector:

• Effective Recruitment and Retention: Ensuring the right staff are hired and retained is essential for performance. Political involvement in appointments must be managed with external oversight and constraints on civil servants' behavior.
• Staff Engagement with the Agency Mission: Engagement is defined as a combination of commitment and organizational citizenship. It is increasingly used as a proxy for effort and is crucial for motivation.
• Incentives for Staff to Perform / Opportunities to Perform: These include both external (financial and non-financial) and internal (self-directed work and resources) factors. Both are important, especially for senior managers.
• Training and Capacity Building: Training programs enhance skills and motivation. Some countries have established specialized training for senior executives, and others have made it a prerequisite for entry.
• Performance Dialogue with Staff: Quality feedback and dialogue between staff and supervisors are vital for performance improvement. Performance appraisals should be used to inform development, not just for rewards or control.

Key Design Questions for HRM Systems

To assess the effectiveness of an HRM system, the note proposes three critical design questions:

1. Does the HRM system provide both 'external incentives' and 'opportunities to perform'?

   • External incentives include financial and non-financial rewards.
   • Opportunities to perform involve self-directed work and adequate resources.

2. Does the HRM system provide the right balance between short and long term incentives?

   • Short-term incentives (e.g., performance pay) can be powerful but may undermine intrinsic motivation.
   • Long-term incentives (e.g., career development, recognition) support both extrinsic and intrinsic motivation.

3. Are the broader, supporting aspects of the HRM system working effectively?

   • This includes recruitment and retention, mission alignment, training, and performance dialogue.

Implementation and Operational Considerations

Even with a well-designed HRM system, implementation and ongoing adaptation are essential:

• Incremental Improvements: Before major redesigns, it is important to identify where current systems are failing. Common issues include outdated pay structures, poor career paths, and ineffective recruitment.
• Ongoing Evaluation: HRM systems must be regularly reviewed and adjusted to ensure they remain effective in the face of changing institutional and societal needs.

Conclusion

The paper emphasizes that a well-designed HRM system is not enough on its own. Governments must also understand the root causes of poor performance and ensure that the system is implemented and maintained effectively. HRM systems should evolve with societal and institutional changes to remain relevant and impactful. The document concludes with a quote from Thomas Jefferson, highlighting the importance of adapting HRM systems to keep pace with human progress and changing circumstances.

References

• Gallup. 2011. Employee Engagement: What's Your Engagement Ratio?
• Gneezy, U. & Rustichini, A. 2000. "Pay Enough or Don't Pay at All."
• Ketelaar, A., Manning, N. & Turkisch, E. 2007. "Performance Based Arrangements for Senior Civil Servants - OECD Experiences."
• Manaf, N. H. A. 2010. "Civil Service System in Malaysia."
• O'Donnell, M. 1998. "Creating a Performance Culture? Performance-Based Pay in the Australian Public Service."
• Rafferty, A. M., Maben, J., West, E. & Robinson, D. 2005. What Makes a Good Employer?
• Vance, R. J. 2003. Employee Engagement and Commitment.
• Jefferson, T. (1816). "I am not an advocate for frequent changes in laws and constitutions..."