La reforma en la administracion de los recursos humanos en el gobierno: Un panorama comparativo

Translated title of the contribution: Reforming human resource management in government: A comparative overview

Research output: Contribution to journalArticle

Abstract

The reason for changing the staff management was similar across OECD countries. Economic strain on the public sector has increased the demand for greater efficiency and better quality in delivering public sector programs and services, often with a smaller public workforce as a result. Increased attention to human resource management (HRM) as a strategic management tool stems from a clear recognition amongst countries to move into effective staff management in areas such as pay and employment practices, working methods, and organizational structure. There also appears to be a growing acknowledgement that the institutional change must include an assessment of how people who carry out the business of government will be affected by changes and how they can best be brought along to achieve the desired outcomes. The aim of this paper is to identify the main HRM reform trends and assess whether human resource management policies in the public sector are changing in ways that are consistent with building performance-oriented public services.

Original languageSpanish
Pages (from-to)325-347
Number of pages23
JournalGestion y Politica Publica
Volume8
Issue number2
Publication statusPublished - 1999 Jan 1

Fingerprint

human resource management
public sector
staff
working method
strategic management
institutional change
organizational structure
management
OECD
public service
building
efficiency
reform
demand
trend
performance
economics

All Science Journal Classification (ASJC) codes

  • Public Administration
  • Political Science and International Relations

Cite this

@article{45113b1acad944aa95cac466fa7dbd7e,
title = "La reforma en la administracion de los recursos humanos en el gobierno: Un panorama comparativo",
abstract = "The reason for changing the staff management was similar across OECD countries. Economic strain on the public sector has increased the demand for greater efficiency and better quality in delivering public sector programs and services, often with a smaller public workforce as a result. Increased attention to human resource management (HRM) as a strategic management tool stems from a clear recognition amongst countries to move into effective staff management in areas such as pay and employment practices, working methods, and organizational structure. There also appears to be a growing acknowledgement that the institutional change must include an assessment of how people who carry out the business of government will be affected by changes and how they can best be brought along to achieve the desired outcomes. The aim of this paper is to identify the main HRM reform trends and assess whether human resource management policies in the public sector are changing in ways that are consistent with building performance-oriented public services.",
author = "Kim, {Pan Suk}",
year = "1999",
month = "1",
day = "1",
language = "Spanish",
volume = "8",
pages = "325--347",
journal = "Gestion y Politica Publica",
issn = "1405-1079",
publisher = "Centro de Investigacion y Docencia Economicas A.C.",
number = "2",

}

La reforma en la administracion de los recursos humanos en el gobierno : Un panorama comparativo. / Kim, Pan Suk.

In: Gestion y Politica Publica, Vol. 8, No. 2, 01.01.1999, p. 325-347.

Research output: Contribution to journalArticle

TY - JOUR

T1 - La reforma en la administracion de los recursos humanos en el gobierno

T2 - Un panorama comparativo

AU - Kim, Pan Suk

PY - 1999/1/1

Y1 - 1999/1/1

N2 - The reason for changing the staff management was similar across OECD countries. Economic strain on the public sector has increased the demand for greater efficiency and better quality in delivering public sector programs and services, often with a smaller public workforce as a result. Increased attention to human resource management (HRM) as a strategic management tool stems from a clear recognition amongst countries to move into effective staff management in areas such as pay and employment practices, working methods, and organizational structure. There also appears to be a growing acknowledgement that the institutional change must include an assessment of how people who carry out the business of government will be affected by changes and how they can best be brought along to achieve the desired outcomes. The aim of this paper is to identify the main HRM reform trends and assess whether human resource management policies in the public sector are changing in ways that are consistent with building performance-oriented public services.

AB - The reason for changing the staff management was similar across OECD countries. Economic strain on the public sector has increased the demand for greater efficiency and better quality in delivering public sector programs and services, often with a smaller public workforce as a result. Increased attention to human resource management (HRM) as a strategic management tool stems from a clear recognition amongst countries to move into effective staff management in areas such as pay and employment practices, working methods, and organizational structure. There also appears to be a growing acknowledgement that the institutional change must include an assessment of how people who carry out the business of government will be affected by changes and how they can best be brought along to achieve the desired outcomes. The aim of this paper is to identify the main HRM reform trends and assess whether human resource management policies in the public sector are changing in ways that are consistent with building performance-oriented public services.

UR - http://www.scopus.com/inward/record.url?scp=0032756910&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0032756910&partnerID=8YFLogxK

M3 - Article

AN - SCOPUS:0032756910

VL - 8

SP - 325

EP - 347

JO - Gestion y Politica Publica

JF - Gestion y Politica Publica

SN - 1405-1079

IS - 2

ER -