Managing Human Resources in the Public Sector - Example

Managing Human Resources in the Public Sector By (Name of Student) Course Code: Course Title Name of Professor Name of University City, State Date of Submission Table of Contents Table of Contents 2 Abstract 3 1.Introduction 3 2.Authorization 4 3. Method of Investigation 4 4.Major HR challenges and theoretical perspectives 4 4.1 Low Levels of Morale and Motivation 5 4.2 Lack of the adoption of Effective Performance Management System, Professional Development opportunities and Training. 6 4.3 Higher Levels of Bullying and Harassment 7 4.4 Lack of Effective Induction 8 4.5 Lack of Formal Review and Feedback 9 5 Future Development Plan 9 6.Recommendations 10 List of References 12 Managing Human Resources in the Public Sector Abstract This report sought to explore the human resource management issues that took place in the state government department in South Australia as a result of the insufficient practice of performance management issue and human resource management policy. Additionally, the report investigate the underlying causes of the concerns and recommend necessary actions that should be implemented by the organization with an aim of minimizing the problems highlighted to enhance performance and behavior. 1. Introduction The performance of a state government department largely depends on its management behaviors such as procedures, practices and policies. State government departments in South Australia should implement performance management system because motivation to performance is increased, self-esteemed is increased, managers gain useful insight regarding subordinates, the job definition and criteria are clarified, self-insight and development are improved, performance action are more appropriate and fair, and organizational goals are made clear (CPA Australia 2009). This report aims at exploring the human resource management issues that took place in the state government department in South Australia as a result of the insufficient practice of performance management issue and human resource management policy. 2. Authorization This report has been written by XXX and commissioned by the Director of State Government Department of South Australia. The report highlights human resource management issues that took place in the state government department in South Australia as a result of the insufficient practice of performance management issue and human resource management policy. 3. Method of Investigation Qualitative research method has been adopted with an aim of exploring the area of employees’ motivation, organization climate as well as job satisfaction. Specifically, semi-structured interviews have been adopted to collect information from research participants. The report has also relied on Good Practice Guide, Code of ethics, and the Public Sector Act 2009 to support various arguments advanced in this report. 4. Major HR challenges and theoretical perspectives Performance management should be a continuous or an ongoing process. state government departments in South Australia should implement performance management system because motivation to performance is increased, self-esteemed is increased, managers gain useful insight regarding subordinates, the job definition and criteria are clarified, self-insight and development are improved, performance action are more appropriate and fair, and organizational goals are made clear (CPA Australia 2009). Effective performance system also facilitate organization change, protects the firms from lawsuits, make employees’ more competent. A good performance management system serves several purposes. Some of these purposes encompass (1) strategic purpose, administrative purpose, (3) information purpose, (4) developmental purpose, (5) organization maintenance purpose, and (6) documentation purpose. An effective performance management system can assist state government department in South Australia to attain the strategic business goals and objectives. By connecting individuals’ goals and state government department’s goals, the PM system reinforces the conducts and behaviors that are in line with organizational goals (Aguinis 2011). A good PM system can also furnish useful and valid information for making administrative decision regarding employees such as merit increases, layoffs, identification of poor performers, recognition of individual performers, termination or retention of employees, promotions, as well as, salary adjustment. It is evident that the organization does not have an effective PM system. Specifically, the does attributes such as strategic congruence, thoroughness, practicality, meaningfulness, specificity, identification of ineffective and effective performance, reliability, validity, and acceptability and fairness. Other attributes of an effective PM system include standardization, ethicality, correctability, openness, and inclusiveness. 4.1 Low Levels of Morale and Motivation The importance of employees’ motivation in public sector has been recognised globally for a very long time. Various research studies have found that indeed there is a positive correlation between employees’ motivation and increase in the public organisational performance. For instance, research study conducted by Manzoor (2012) found that public organisational performance increased by 22% as a result of motivation. However, plethoras of research studies have been conducted to establish the most effective motivation strategy between the non-financial and financial motivators. For instance a study by Rack et al. (2011) to examine and investigate the effectiveness of monetary motivation such as salary and wages, bonuses and allowances found that salaries and remuneration are the most effective motivation strategy is the situation where all employees have similar and equal amount of rewards. This is in line with argument by Armstrong (2009) that money is a motivator as it is able to satisfy a lot of human needs. It is indispensable in life and needed to satisfy numerous needs. However, numerous studies have found contradicting results. In the state government department in South Australia, employees are not motivated and most of them do not have the morale to perform their duties. Additionally, state government department in South Australia has not adopted an affective reward system that can increase the morale of employees and enhance employees’ job satisfaction. 4.2 Lack of the adoption of Effective Performance Management System, Professional Development opportunities and Training. A good PM system can furnish useful and valid information for making administrative decision regarding employees such as merit increases, layoffs, identification of poor performers, recognition of individual performers, termination or retention of employees, promotions, as well as, salary adjustment. Moreover, an effective PM system can inform employees on their progress and areas they need to improve in order to become more productive to the firm. It also provides critical information regarding supervisors’ expectations and what dimensions or aspects they believe are most critical. PM system provides useful feedback which can be used by organizational managers to coach their workers and enhance their performance. Attributes of an ideal PM system encompass strategic congruence, thoroughness, practicality, meaningfulness, specificity, identification of ineffective and effective performance, reliability, validity, and acceptability and fairness. In the state government department in South Australia, there is the absence of an effective training program that equips employees with the required skills and abilities aimed at attaining the goals and mission of the state government department in South Australia. Moreover, professional development opportunities are also given to the few. 4.3 Higher Levels of Bullying and Harassment It is regarded unlawful to treat an individual less favorable on basis of the individual’s race, sex age or disability. Treating an individual less favorable includes bullying and harassing the person. The Australian law has provisions relating to racial hatred, disability harassment and sexual harassment. Organizational harassment include some unethical behaviors like; sending of explicit suggestive text messages or emails, telling jocks that are of insult about given racial group, making of derogatory taunts in regard to an individual’s physical disability and so forth. The Australian, “sex Discrimination Act 1984” discourages harassment in work places by co-workers, employers and other” workplace participants”. Harassment for example sexual harassment in workplaces is defined as unwelcome sexual related conduct which if exposed to a normal person it would intimidate or humiliate him/her (Einarsen 2010). Workplace bullying is defined by Fair Work Amendment 2013 as repetition of unreasonable or couth behavior by a person towards another which in return creates risk to safety and health. Bullying behaviors can range from physical and verbal assault to psychological abuse, these abuse include; screaming, yelling and use of offensive language, verbal or physical abuse, intimidation and psychological abuse, just but a few. However, legitimate advice and comments which include warranted negative feedback in work place can easily be confused for bullying discrimination or harassment. Therefore, it is worth stressing that workers should embrace some level of criticism from managers and supervisors on work related behavior and performance appraisal. Similarly, providing extremely negative feedback to the staff during formal performance appraisal or while counselling them on issues regarding work performance can be at times challenging. Therefore managers ought to handle such conversations with care that it deserves, they also should not fail to execute the responsibilities and provide frank and legit feedback top the employees. In state government department in South Australia, it is clearly indicated that most female employees are bullied by their male counterpart, and other forms of harassment. In spite of the fact that top management officials is aware of such activities, they are reluctant in making sure that such behaviors are not practiced and more so the employees behind it are taken into task. It is also notable that new employees are also bullied and not presented with conducive environment for easy and comfortable transition. Every individual needs and has the right to work in a workplace free from discrimination, harassment, bullying and violence. Advisably these issues should be taken into great consideration by the management in order to foster employee’s morale and performance (Namie 2003). 4.4 Lack of Effective Induction An effective and efficient induction process assist new workers to get off the best possible start in their organization by making sure that they fully comprehend their functions and roles they play. A good induction program is tailored to address the specific needs of new employees. It should encompass a clear outline of the key conditions and terms of employment and job requirements, a key safety and healthy information, introduction with key individuals in the organization, and explanation regarding how the new employees will fit into the organization, a clear understanding the goals and mission of the organization, a guide to organization’s overall structure, the culture of the organization, as well as, a physical tour of the departments and offices of the organization. It is evident in the present organization that new employees are not properly inducted. Additionally, the organization lack effective induction program. 4.5 Lack of Formal Review and Feedback Australian state government department should inform employees on their progress and areas they need to improve in order to become more productive to the firm. It should also provide critical information regarding supervisors’ expectations and what dimensions or aspects they believe are most critical. PM system provides useful feedback which can be used by managers to coach their workers and enhance their performance. The present state government department does not inform their employees regarding the progress they making and the areas they need to improve. In other words, employees are provided with timely feedback from their supervisions and senior management officials. 5 Future Development Plan The performance of Australian state government department largely depends on management behaviors such as procedures, practices and policies implementation. The public sector should develop a strategic plan which clearly defines its objectives, goals, and mission. The goals and objectives should be in line with the state government’s mission (Chubb et al 2011). The state government department should adopt annual operational plan that will play an integral role in implementing its strategy. The state government should as well develop key performance indicators (KPIs) and evaluate them to ensure that they are in line with its strategic objectives and goals. Key performance indicators often used for evaluation encompass social responsibility, innovation, quality, operational process, employee, customers, and short-term finances. Short-term financials include cost reductions, sales growth, cashflows, Return on Investment, and profit. Social responsibility, on the other hand, encompasses such things as public image, community impact, and environmental compliance while employee includes development, capabilities, workforce, turnover, and employee’s satisfaction (Aguinis, 2011). 6. Recommendations This report recommends the following: State government management ought to practice Servant leadership- they should be leaders who place priority on employee needs and the community as a whole The state government should Increase authenticity and accessibility among employees, the management should act as role models and foster openness among their staff. Staff should embrace authenticity among themselves, they should accommodate credible and genuine interaction among themselves. Managers ought to listen more and talk less, express expectations in a clear and concise manner, foster informal interactions with employees, eliminate use of office politics is assigning roles and responsibilities. Lastly, managers should respect professional and expertise individuals. Sense of self-worth to staff should be embraced, managers should learn to use polite and appreciative words like “thank you” and praise employees for good work done and celebrate achievements. The organization should also adopt effective reward system that will satisfy the needs and desire of all employees. An effective reward system should encompass both intangible returns and tangible returns. Tangible returns encompass benefits and cash compensation such as long-term incentives, short-term incentives, cost of living and merit pay, and base pay. Benefits include allowances, tuition reimbursement, work/life focus, and protection income (Chubb et al., 2011). Intangible returns, on the other hand encompass learning or professional development opportunities, challenging work, employment security, as well as, recognition and status. Base pay places much emphasis on the duties and position performed as opposed to an individual contribution. The Organization should inform employees on their progress and areas they need to improve in order to become more productive to the firm. Managers should adopt reactive approach perceive training as an event where technical skills are tactically delivered to employees. The management can also employ proactive approach in training of their staff, they can embrace competence by introducing learning activities that are geared towards departmental objectives. Lastly, managers can let employees explore problems and find applicable solutions under their guidance, better known as employment of active learning approach. Management should offer training and development courses that are relevant and directly concerned with the employee work, similarly they should avoid excessive and intensive workload and furthermore, they should eliminate ideas of training short term or casual or part-time workers together with contract workers. The firm should adopt a good induction program that is tailored to address the specific needs of new employees. Employees should be properly trained and given professional development opportunities. Employees should acquire the recognition that they are bullied, secondly, they ought to realize that they are not the source of the problem and lastly, they should recognize that the entire process of bullying is all about control, therefore it should have nothing at all to do with the employee performance. Employees should take action by, keeping track of regular nature of bullying and secondly, by obtaining and keeping records and or evidence of the nature of bullying for example paper trails that can be used for legal purposes. Employer can develop a zero tolerance policy applicable to bullies. Secondly, any evidence of bullying activity should be dealt with immediately. Thirdly, management should introduce and steer awareness campaigns for every staff member on what bullying is and what it entails. Finally, Australian state government department management can restructure working environment in order to incorporate some sense of autonomy, individual mastery and clear expectations for employees. List of References Aguinis, H. (2011). Performance management. Edinburg Business School, Heriot-Watt University. Chubb, C., Reilly, P., Brown, D. (2011). Performance management: Literature Review. Brighton: Institute for Employment Studies. CPA Australia. (2009). Best practice in performance management. Melbourne: CPA Australia Einarsen, S., Hoel, H., Zapf, D. and Cooper, C.L. eds., 2010. Bullying and harassment in the workplace: Developments in theory, research, and practice. Crc Press. Namie, G., 2003. Workplace bullying: Escalated incivility. Ivey Business Journal, 68(2), pp.1-6. Ontario Council of Agencies Serving Immigrants. (2011). Financial Management Manual. Ontario: Canada Namie, G., 2003. Workplace bullying: Escalated incivility. Ivey Business Journal, 68(2), pp.1-6. Read More