Does the Public Sector HRM System Strengthen Staff Performance?
An important objective of any Human Resource Management (HRM) system in Government is to motivate staff to perform well. This GET note looks at several HRM levers that Governments have at their disposal to influence staff performance. In particular...
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| Format: | Brief |
| Language: | English en_US |
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World Bank, Washington, DC
2016
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| Online Access: | http://documents.worldbank.org/curated/en/125751468181441981/Does-the-public-sector-HRM-system-strengthen-staff-performance http://hdl.handle.net/10986/25490 |
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okr-10986-254902021-04-23T14:04:31Z Does the Public Sector HRM System Strengthen Staff Performance? Manning, Nick Watkins, Joanna Degnarain, Nishan SKILLS PUBLIC SERVANTS RECOGNITION MOTIVATION PROMOTIONS RESULTS VALUE PUBLIC SECTOR SENIORITY COMPETENCE INFORMATION EFFORT HUMAN RESOURCE MANAGEMENT INCENTIVES CAPACITY BUILDING INTRINSIC MOTIVATION SERVANTS PRIVATE SECTOR THINKING MANAGEMENT SYSTEMS ECONOMICS RECRUITING MANAGEMENT ADMINISTRATION KNOWLEDGE INSTITUTIONS HUMAN RESOURCE PROMOTION UNDERSTANDING CREATIVITY TRAINING ORGANIZATIONAL GOALS PUBLIC SECTOR PERFORMANCE STAFF PERFORMANCE PUBLIC ADMINISTRATION RETENTION PERFORMANCE APPRAISAL RECRUITMENT ATTENTION INNOVATION ABILITY TARGETS INSTITUTION NEEDS GOVERNMENTS PUBLIC SERVICE EMPLOYEE PERFORMANCE ABSENTEEISM FINANCIAL INCENTIVES PUBLIC EMPLOYEES An important objective of any Human Resource Management (HRM) system in Government is to motivate staff to perform well. This GET note looks at several HRM levers that Governments have at their disposal to influence staff performance. In particular, some of the most common levers in the public sector include: effective recruitment and retention of staff; strong staff engagement in the organization’s mission; well-designed incentives for staff to perform as well as ‘opportunities to perform’; tailored training and capacity building; and high quality performance dialogues with staff and effective follow up. In designing a HRM system that utilizes these levers effectively, this GET Note shows that it is more important to diagnose the root cause and understand the major issues of poor performance, before proposing reform actions. This paper proposes three important design questions for managers of HRM systems to assess whether they have a well-designed HRM system. 1) Does the HRM system provide both ‘external incentives’ and ‘opportunities to perform’? Does the HRM system provide the right balance between short and long term incentives? And are the broader, supporting aspects of the HRM system working effectively? The note concludes by highlighting that even where the HRM system is well designed, careful consideration must be given to two further aspects: a) how to implement reforms to improve the design of the HRM system, and b) how to ensure that a well-designed HRM system is operating effectively. 2016-11-29T22:43:30Z 2016-11-29T22:43:30Z 2012-12 Brief http://documents.worldbank.org/curated/en/125751468181441981/Does-the-public-sector-HRM-system-strengthen-staff-performance http://hdl.handle.net/10986/25490 English en_US GET Note; CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank World Bank, Washington, DC Publications & Research Publications & Research :: Brief |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English en_US |
| topic |
SKILLS PUBLIC SERVANTS RECOGNITION MOTIVATION PROMOTIONS RESULTS VALUE PUBLIC SECTOR SENIORITY COMPETENCE INFORMATION EFFORT HUMAN RESOURCE MANAGEMENT INCENTIVES CAPACITY BUILDING INTRINSIC MOTIVATION SERVANTS PRIVATE SECTOR THINKING MANAGEMENT SYSTEMS ECONOMICS RECRUITING MANAGEMENT ADMINISTRATION KNOWLEDGE INSTITUTIONS HUMAN RESOURCE PROMOTION UNDERSTANDING CREATIVITY TRAINING ORGANIZATIONAL GOALS PUBLIC SECTOR PERFORMANCE STAFF PERFORMANCE PUBLIC ADMINISTRATION RETENTION PERFORMANCE APPRAISAL RECRUITMENT ATTENTION INNOVATION ABILITY TARGETS INSTITUTION NEEDS GOVERNMENTS PUBLIC SERVICE EMPLOYEE PERFORMANCE ABSENTEEISM FINANCIAL INCENTIVES PUBLIC EMPLOYEES |
| spellingShingle |
SKILLS PUBLIC SERVANTS RECOGNITION MOTIVATION PROMOTIONS RESULTS VALUE PUBLIC SECTOR SENIORITY COMPETENCE INFORMATION EFFORT HUMAN RESOURCE MANAGEMENT INCENTIVES CAPACITY BUILDING INTRINSIC MOTIVATION SERVANTS PRIVATE SECTOR THINKING MANAGEMENT SYSTEMS ECONOMICS RECRUITING MANAGEMENT ADMINISTRATION KNOWLEDGE INSTITUTIONS HUMAN RESOURCE PROMOTION UNDERSTANDING CREATIVITY TRAINING ORGANIZATIONAL GOALS PUBLIC SECTOR PERFORMANCE STAFF PERFORMANCE PUBLIC ADMINISTRATION RETENTION PERFORMANCE APPRAISAL RECRUITMENT ATTENTION INNOVATION ABILITY TARGETS INSTITUTION NEEDS GOVERNMENTS PUBLIC SERVICE EMPLOYEE PERFORMANCE ABSENTEEISM FINANCIAL INCENTIVES PUBLIC EMPLOYEES Manning, Nick Watkins, Joanna Degnarain, Nishan Does the Public Sector HRM System Strengthen Staff Performance? |
| relation |
GET Note; |
| description |
An important objective of any Human
Resource Management (HRM) system in Government is to
motivate staff to perform well. This GET note looks at
several HRM levers that Governments have at their disposal
to influence staff performance. In particular, some of the
most common levers in the public sector include: effective
recruitment and retention of staff; strong staff engagement
in the organization’s mission; well-designed incentives for
staff to perform as well as ‘opportunities to perform’;
tailored training and capacity building; and high quality
performance dialogues with staff and effective follow up.
In designing a HRM system that utilizes these levers
effectively, this GET Note shows that it is more important
to diagnose the root cause and understand the major issues
of poor performance, before proposing reform actions. This
paper proposes three important design questions for managers
of HRM systems to assess whether they have a well-designed
HRM system. 1) Does the HRM system provide both ‘external
incentives’ and ‘opportunities to perform’? Does the HRM
system provide the right balance between short and long term
incentives? And are the broader, supporting aspects of the
HRM system working effectively? The note concludes by
highlighting that even where the HRM system is well
designed, careful consideration must be given to two further
aspects: a) how to implement reforms to improve the design
of the HRM system, and b) how to ensure that a well-designed
HRM system is operating effectively. |
| format |
Brief |
| author |
Manning, Nick Watkins, Joanna Degnarain, Nishan |
| author_facet |
Manning, Nick Watkins, Joanna Degnarain, Nishan |
| author_sort |
Manning, Nick |
| title |
Does the Public Sector HRM System Strengthen Staff Performance? |
| title_short |
Does the Public Sector HRM System Strengthen Staff Performance? |
| title_full |
Does the Public Sector HRM System Strengthen Staff Performance? |
| title_fullStr |
Does the Public Sector HRM System Strengthen Staff Performance? |
| title_full_unstemmed |
Does the Public Sector HRM System Strengthen Staff Performance? |
| title_sort |
does the public sector hrm system strengthen staff performance? |
| publisher |
World Bank, Washington, DC |
| publishDate |
2016 |
| url |
http://documents.worldbank.org/curated/en/125751468181441981/Does-the-public-sector-HRM-system-strengthen-staff-performance http://hdl.handle.net/10986/25490 |
| _version_ |
1764459835863072768 |