HUMAN RESOURCES MANAGEMENT IN THE PUBLIC SECTOR
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HUMAN RESOURCES MANAGEMENT IN THE PUBLIC SECTOR
Abstract
This study presents the most significant human resource management foundations that may be applied in both public and private sector organisations, such as job design, control, teamwork, leadership, managerial roles, staffing practises, and career management.
It then moves on to review the process of HRM in private and public organisations, performance, functions in the public sector, as well as the operations of human resource management in the public sector,
the main standards and their application, and finally we discuss the HR role in public sector reform, which is giving greater involvement in the public sector in order to improve services.
chapter One
Introduction
Background of The study
Because administrative efficiency is directly dependent on human resources, we must grow our public institutions by modernising and improving human resource management by increasing individual efficiency and performance.
Human Resource Management focuses on a specific aspect of managing people in the context of employer-employee relationships and includes the creative ability of an organization’s members (Stone, 1995).
He claims that the field of HRM encompasses success, reward, advancement, and inspiration upholding, and that separate areas of concern include: HR planning, instruction, career development, routine, planning employment situation, and recompense and prize.
Furthermore, HRM, according to Wright and Ferris, is associated with evaluating and comprehending the legal structure and backdrop flexible conditions of employment and employment associations.
Moreover, successful HRM is disputed to deliver lively improvement to organisations (Walker, 1992). The ability to achieve this advantage in a rapidly changing and aggressive setting has expanded the focus of HRM to include enhancing organisational capacity to adapt to changing ecological possibilities (Wright and Snell 1998).
As a result, the successful operation and monitoring of citizens within associations is intended to be a controlling instrument for responding to challenging and chaotic settings and achieving superior organisational products.
Human resource management is clearly applicable to public sector organisations. Public sector organisations must engage in service, develop and implement payment mechanisms, and broaden logical employment policies.
On the other hand, the public sector’s willingness to focus on community interest outcomes rather than private interests may add a layer of density that does not easily align with HRM as a planned co-worker in achieving organisational competitiveness.
Human resource is also known as human capital for the utilisation, harnessing, development, and direction of a nation’s goal, according to Wikipedia 2012. It is also about developing beliefs and attitudes.
As a result, human resource development is a universal norm rather than a point of view. Without proper human resources, no industry, corporation, organisation, business venture, nation, etc. can achieve political, economic, and social stability, quality product, and profitability.
In recent years, it has been seen that a significant number of company establishments are underperforming due to a lack of effective and efficient human resources. Business is fraught with unpredictability,
and understanding worker contribution or human resource development is critical for management, particularly in terms of increasing organisational efficiency and profitability. Based on this context, the researcher want to look into human resource management in the public sector.
1.2 Statement of the Problem
In developing countries, the difficulties in public organisations are much more dramatic, intricate, and problematic. According to Boxall (1994), although the nature of human resource management (HRM) has shifted from a reactive, administrative state to proactive and descriptive practises, such a shift is rare in emerging economies.
In this regard, some researchers believe that, despite significant research in the field of HRM around the world, the majority of it is focused on industrialised and developed societies,
and the unique challenges and nuanced specificities of HRM in developing countries have received insufficient research attention (Budhwar & Debrah, 2013; Ghebregiorgis & Karsten, 2007). We wish to learn about human resource management in the public sector in this study.
1.3 Objectives of The study
The study’s aims are as follows:
to assess the effectiveness of human resource management in the public sector
Determine the role of human resource management in the public sector
Identifying the issues of human resource management in the public sector
1.4 Research Questions
Is human resource management in the public sector efficient?
Is there a human resource management function in the public sector?
Is there a problem with human resource management in the public sector?
1.5 research Hypotheses
The following items have been proposed for testing:
H0: Human resource management in the public sector is inefficient.
H1: Human resource management in the public sector is efficient.
H0: There is no human resource management function in the public sector.
H2: Human resource management is a function in the public sector.
H0: There are no human resource management challenges in the public sector.
H3: Human resource management challenges exist in the public sector.
1.6 Significancance of the research
Human Resource Management is the backbone of every economy’s or organization’s production. HRM is critical to the productivity of Nigerian organisations. As a result, it is critical to identify the significances of the research activity, which are classified as follows:
The outcomes of this study will be used to guide the productivity of other organisations’ human resources.
The conclusions of this study will allow for proper human resource management, which will result in effective customer value and productivity in organisational management.
1.7 scope of The study
The study’s scope includes human resource management in the public sector. The research will be restricted to Katsina local government in Katsina state.
1.8 Limitations of the Study
Financial constraint- A lack of funds tends to restrict the researcher’s efficiency in locating relevant materials, literature, or information, as well as in the data collection procedure (internet, questionnaire, and interview).
Time constraint- The researcher will conduct this investigation alongside other academic activities. As a result, the amount of time spent on research will be reduced.
a) RESEARCH MATERIAL AVAILABILITY: The researcher’s research material is insufficient, restricting the scope of the investigation.
1.9 Terms Definition
HUMAN RESOURCE MANAGEMENT: Human resource management is a strategic approach to the successful management of people in a company or organisation so that they can assist the business in gaining a competitive edge. It is intended to maximise staff performance in support of an employer’s strategic goals.
Public goods and governmental services such as the military, law enforcement, infrastructure (public roads, bridges, tunnels, water supply, sewers, electrical grids, telecommunications, etc.), public transit, public education, health care, and those working for the government itself are examples of public sectors.
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