Tai Anh Vu, Geoff Plimmer and Evan Berman
This study examines antecedents and impacts of HR competence and effective HR practices in organizations. People are an essential asset in organizations, but their potential is…
Abstract
Purpose
This study examines antecedents and impacts of HR competence and effective HR practices in organizations. People are an essential asset in organizations, but their potential is reduced without robust HR practices and competent HR professionals. Few studies have investigated causes of low HR professional competence and poor HRM practices.
Design/methodology/approach
This explanatory mixed-method study used survey data (N = 322), interviews and online statements. Data was collected in Vietnam, a country well suited to this study as it has considerable variation in institutional arrangements. It has legacies of Chinese, French and Soviet influence and more recently has adopted international reform models, such as new public management.
Findings
Agency accountability, autonomy and servant leadership promote HR competence, and consequently effective HR practices, and employee and employer outcomes (public service motivation, organizational commitment and organizational performance). Interviews triangulate findings from the survey data and explain barriers (rules, incentives, nepotism, corruption) to these quantitatively examined processes occurring. Strategic solutions for improving HR practices and professional competence are identified.
Practical implications
Practical implications of this research include a greater understanding of the importance of individual accountability and autonomy for executives, with the promotion of servant leaders through better screening and leadership development. Selection criteria should hinge on achievement, merit and the desire to serve the public interest. Competent HRM units should be developed and supported. Such units should focus on managing performance through ensuring line managers do basics such as setting clear goals, giving feedback, training and developing staff. Developing succinct appraisal criteria that reward good performers and sanction poor performers needs to be prioritized.
Social implications
This study provides useful guidance on how to reform public administration systems so that reforms are more effective.
Originality/value
This study identifies both institutional and leadership antecedents to both HR competence and HR practices and their subsequent impacts. Its institutional and developing country orientation complements past studies that have been psychologically oriented and in the global north.
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This introductory chapter explains why public sector reforms matter and why a focus on Asia and leadership is needed. It also provides an overview of highlights, lessons and…
Abstract
This introductory chapter explains why public sector reforms matter and why a focus on Asia and leadership is needed. It also provides an overview of highlights, lessons and conclusions in this book. Cases of successful public sector reforms usually show leadership by central agencies, with support of the office of President or Prime Minister. While laws and rules are commonly used to further reform, cases show that more is needed to ensure success and sustainability. A range of strategies include heightened accountability, personnel changes, supporting change leaders in departments, reform through capacity development, and learning from innovations other jurisdictions. Conclusions include suggestions for further research.
Caroline Rennie and Evan M. Berman
New Zealand is a small country with a rich history of pioneering administrative reforms. This chapter describes administrative reform processes emanating from the ‘core agencies’…
Abstract
New Zealand is a small country with a rich history of pioneering administrative reforms. This chapter describes administrative reform processes emanating from the ‘core agencies’ of the State Services Commission (SSC), Treasury and the Department of the Prime Minister and Cabinet. It describes the famous New Public Management reforms of the late 1980s–2000s, led by the Treasury that restructured ministries (creating more agencies that are single-purpose agencies), rewrote policy rules (e.g., the same laws for public and private sector employees) and created accountability from agency heads to ministers as well as SSCs who evaluate and re-appoint agency heads. It should be noted that in this Westminster system, ministers provide policy leadership but not executive leadership of ministries. The chapter describes in detail two reform processes led/administered by the SSC since the mid-2000s to increase accountability for ministry mid-term policy and organizational capability targets (performance improvement framework) as well as cross-ministry goals (better public services). These efforts have been evaluated over time as being quite effective and are noted for their sustainability and improvement.
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Evan M. Berman and Montgomery Van Wart
The ethics of recent productivity improvement strategies requires an open and inclusive dialogue among diverse stakeholders, as well as customer-based accountability. By contrast…
Abstract
The ethics of recent productivity improvement strategies requires an open and inclusive dialogue among diverse stakeholders, as well as customer-based accountability. By contrast, the expertise of managers in the past tended to drive a public productivity improvement process that involved little dialogue and customer-based accountability. This article examines fundamental values in productivity improvement and relates these to increased dialogue and cusomer-based accountability.