10/031 human resources management. 10/032 two perspectives individual: meaning, quality of...
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10/03 2
Two Perspectives Individual: meaning, quality of worklife,
vocation Organizational: how manage people to
achieve the organization’s objectives• Personnel system: rules, regulations and
processes for hiring, firing, staffing, classifying, promoting, developing, evaluation, rewarding, etc.
• Merit based• Management and Culture: day-to-day, on-
the-job experience
10/03 3
Many Terms Bureaucracy Civil Service Civil Service
System Public Service
Merit System Personnel System HRM Human Capital
10/03 4
Competing Values Individual Rights
• fairness, due processSocial Equity
• fair treatment of groupsEfficiency
• merit decisions for least cost
10/03 5
Emergence of Merit Principles
Pendleton Act: 1883• ends spoils system• beginning of the merit system• initially, few were in the merit system• expanded over time
10/03 6
Merit System Principles: Implementation
Challenges1. Recruitment to achieve a work
force from all segments of society and selection and advancement following fair and open competition. Can’t do targeted recruitment, can’t
automatically hire the great intern, can’t do succession planning
Costly to always do open competition on a national basis
10/03 7
Merit System Principles: Implementation
Challenges2. Employment without regard to nonmerit
factors. Veteran’s preference?
3. Provide for equal work based on national/local rates and the private sector and recognize good performance.
Pay varies across U.S. Determining comparability Limited public budgets
10/03 8
Merit System Principles4. Federal managers should use the
workforce effectively and efficiently.
5. Federal managers should retain employees based on adequacy of performance; correct inadequate performance; separate employees who can't/won't perform.
10/03 9
Merit System Principles6. Provide effective educational and
training where it would foster better individual or organizational performance.
• Limited budget, training is first thing cut, limited attention to managerial development
• Need to train for future employability• Education for work outside the agency
10/03 10
Merit System Principles7. Employees shall neither be subject to
nor subject others to undue influence regarding partisan politics and elections.
Hatch Act
10/03 11
Merit System Principles8. Employees shall neither be subject to
nor subject others to reprisal for disclosures reasonably believed to suggest violations of the spirit or letter of the laws that protect the public interest, public safety, or public health.
• Whistleblowers
10/03 12
Merit System Principles9. Employees will be given fair and
equitable treatment that does not discriminate, recognizing privacy and constitutional rights.
• Due Process: makes it harder to fire people
10/03 13
Traditional Personnel Functions
Job Analysis and Position Classification
Staffing (hiring, promotion, firing)Training and DevelopmentCompensation and BenefitsPerformance ManagementWork RedesignEmployee Relations
10/03 14
Job AnalysisWhat are the responsibilities and
requirements for a specific job?Ensures that:
• job classification is valid (and pay has internal equity)
• recruitment and hiring is based on the necessary KSAs
• training programs can be designed to enhance performance of that job.
10/03 15
Staffing Process of recruiting, examining and
selecting employees goal: to select the right people for the
right jobs in a fair and impartial manner. Competing objective: to be
“representative of the groups they serve” Assure recruitment and promotion: include
a broad range of women and minorities
10/03 16
TrainingTraining: formal and informalClassroom, distance learning, web-
based, computer instructionAdult learning theory: pedagogyNecessary in today’s environment
to continually up-skill.
10/03 17
Compensation and Benefits
To attract and retain peoplePay: tied to classification system Internal equity vs. external equity
• reform: market based pay• comparisons: are all jobs comparable?
Benefits: fixed or “cafeteria” menu?
10/03 18
Performance ManagementSet expectationsAssess performance annuallyTie to pay (pay for performance
systems)
10/03 19
Employee Discipline and Grievances
Process in place to protect employee
Burden of proof is with supervisorWarnings, series of punishments.Employees can appeal internallyEmployees can appeal to the
courts.
10/03 20
Criticisms of Central Traditional Functions
Rigid Slow Unresponsive Silos Centralized (single employer concept) Undercuts managers Red Tape Regulatory not customer-oriented
10/03 21
Criticisms of Central Traditional Functions
If there is not a rule that says you can, it means you can’t!
More likely to say “no” rather than help managers figure out “how.”
10/03 22
Criticisms of Central Traditional Functions
Ingraham and Rosenbloom:“But as Alexander Hamilton noted two
centuries ago…’the true test of a good government is its aptitude and tendency to produce a good administration.”
“what kind of public service does the American national government need and deserve?”
10/03 23
New DemandsCreate and Maintain a Quality,
Diverse WorkforceEmpower and Develop EmployeesBalance Work--Family
ResponsibilitiesHold managers accountable for HRCreate continuously improving
systems
10/03 24
Alternative ValuesCreate an organizational culture to
support learning and growthBuild management capacity to
develop staff.Engender individual ownership for
career growth and progressionDevelop systems and partnership Develop technology tools to support
10/03 25
Alternative VisionsAustralia: Alternative Principles Serving loyally and impartially Ministers
and the government; and• providing frank, honest and
comprehensive advice A close focus on results:
- ensuring equality of opportunity; and- providing fair and reasonable
rewards as an incentive to high performance
10/03 26
Alternative Visions:Australia
The highest standards of probity, integrity and conduct:-acting in accordance with the letter and spirit of the law;- dealing equitably, honestly and
responsively with the public; and-avoiding real or apparent conflicts of interest.
10/03 27
Alternative Visions:Australia
A strong commitment to accountability:contributing fully to the accountability of the agency to the Government, of the Government to the Parliament and of the Parliament to the people;
10/03 28
Alternative Visions:Australia
Continuous improvement through teams and individuals:• striving for creativity and innovation;
and• making individual and team
performance count.
{Australia, Management Advisory Board, Building A Better Public Service, June 1993, p. 5.}
10/03 29
GAO: Transforming the Civil Service
High Performance
Value People
Empower Managers
Structure
Vision
AlignmentLearning
Information
Leadership
10/03 30
Empowering Employees and Managers
changing expectations: employee involvement and participation
union-management partnerships
freeing managers to manage responsible and accountable for
results--measurement challenges
10/03 31
Compensation and Job Security:
The Changing Contract performance based paycompetency based paydownsizing: employability security
versus job security
10/03 32
Flexible BenefitsFlex-time, Flex-placeCafeteria BenefitsOn-Sight ChildcareEldercareContinuous Education
10/03 33
PartnershipsUnion--Management
• partnerships to create the new human resources systems
• changing roles, changing power
10/03 34
Issues: Flat organizations:what happens to
career ladders and upward mobility? Pay for Performance: how do you
develop measurement systems that are accurate, fair, and simple.
Rewards: individual rewards in team environments?
Flexibility: how do you maintain loyalty in when “womb to tomb” contract is gone?
10/03 35
Issues:Contracting out: Impact on current employees?How do you engender
organizational commitment, motivate and manage them?
10/03 36
Discussion: Foundations of Merit
What purposes are intended to be served by the merit system? Are those intentions still valid today?
Should the civil service be representative of the citizens? Why or why not?
Is there a difference between administrators and managers (ss p. 11)? Why or why not?
How responsive should civil servants be to elected officials?
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