Human Resource Management in the Public Office
Human Resource Management in the Public Office
Is money the most important incentive tool in the public sector? Is performance-based pay an effective way to motivate employees to be more productive? Discuss the positive and negative benefits associated with broadbanded pay systems.
The public sector mainly deals with the economic and administrative delivery of goods and services from the government to the nation’s people. Such a role requires true commitment to service and to the objective of improving the general welfare of individuals. Moreover, public servants uphold such commitments with a unique set of priorities that are not centered on material and financial gains but rather on what their capabilities and achievements could contribute to others’ betterment. This ideal may just as easily set public servants apart from members of the labor force that render their services for profit. This in consideration, financial rewards may not be the top priority of public servants but it is definitely an effective incentive tool across sectors from private to public.
A way of granting incentive to employees is thru performance-based pay. This compensation scheme entails salary increases and rewarding of bonuses to employees that were able to achieve or surpass the goals related to their scope of work. Under such a scheme, employees become more motivated to produce high quality service with the end goal of producing evidently positive results. At the same time, since such a scheme requires that the salary increase be justified by the exemplary performance of the employee, there would be less incidences of increases and promotions made on the mere basis of office politics. Once it becomes evident to employees that they now have an equal playing field, this would additionally motivate them to prove themselves worthy of recognition and incentives.
In line with effective human resource management, public sectors are developing broadband pay systems, which essentially implement broad pay ranges to groupings formed on the basis of like duties while maintaining high flexibility in order to cater to the needs and demands of a diverse workforce. Such pay systems may pose both advantages and disadvantages to the employees and agencies. An example of advantages to the employees is that the method of grouping may provide an opportunity for their positions to be reclassified to a higher grade as indicated by the complexity and breadth of their responsibilities.
This would probably work in the favor of an employee who handles several tasks that are usually performed by more than one person in some offices. Another advantage is for the part of government offices because by utilizing high technology and efficient information systems to implement the broadband pay mechanisms, an optimized data gathering method shall be in place and process will be systematized. This would ultimately lead to more practical and efficient use of available human and financial resources, and big cumulative savings for the government. On the other hand, a disadvantage for the agencies could be that negotiations on job classifications or groupings might require them to disclose to labor unions sensitive information that might result to operational security concerns.
How can an organization utilize employee benefits as part of its recruitment and retention efforts? How can an organization’s commitment to learning result in lower worker turnover? How do issues related to employee benefits and learning affect worker performance?
Human resource is the best asset that any establishment could possibly have. Every day, a great number of organizations and establishments rise up or crumble by the excellence or mediocrity of their employees. In fact, any institution may employ the best possible technologies and may even be in the most dynamic and progressive industry but all these would not make the business a success if without talented and skillful employees. Thus to ensure the best possible recruits and the capacity to retain the most seasoned and esteemed talents, organizations build attractive compensation packages and employee development programs. By nurturing employees under these development programs and with attractive rewards, organizations hope to keep the loyalty of their talent pool and add new recruits that possess the same aptitude and skills. All these steps are taken by organizations under the knowledge that all employees would base their employer preferences that cater to their needs and growth the most. Furthermore, these needs and growth expectations must be taken to mean not just financial benefits but more importantly how the organization could enrich one’s talents and allow him or her to maximize potentials.
In order to nurture its talent pool, organizations may enroll their employees to various classes that teach or further establish the knowledge that they have related to the tasks that they perform in the office. Through these classes, employees develop a sense of fulfillment and satisfaction because they find that they are able to tap in to more of their potentials. Thus, with the knowledge that there are more things that they could learn and do, they find that they also have more to offer the organization that they are part of. By allowing their employees to grow into high potential individuals, organizations not only keep their employees loyal and their turnover rates low, they also gain from the enriched talents and skills that their human resources apply in their day to day work.
An organization’s spending on training and development programs for its employees is part of its human resource investment. As with products sold in banks or stock market, or purchases of equipments by production companies, expenses incurred by organizations related to employee training are acknowledged with the expectation that they will bring forth returns to the organization by way of improved employee performances that lead to better working processes and achievement of the organization’s vision and mission.
Pershing, Stolovitch, and Keeps (2006) further support the relationship between employee performance and learning by stating that the latter allows the workforce to become more connected to the organization through an increased knowledge of how better he could be of service, and that the nurturing process offered to these employees allow them to be better prepared for changes and more open to process improvements.
In essence, all employees are practical individuals in that they stay in the organization that appreciate them the most and reward them sufficiently for the quality of work that they render. It is with this knowledge that organizations build progressive employee benefit and retention programs. These organizations know all too well that employees perform best under development and reward programs that offer holistic growth. Such growth pertains to several factors in the lives of an individual.
Compare and contrast the difference in terminating workers in public organizations versus private companies? What at the implications of at-will employment for public sector workers?
One of the major differences between public organizations and private companies is the objective or mission with which their workforce operates. As established earlier, public sector workers can be largely considered as volunteers for social, economic, and even political causes whereas the workforce of private companies are mostly there for profitable gains. This in mind, the mere concept of a decrease in the workforce in the public sector poses several challenges because it may not be easy for the organization to come by public servants who are willing to work for the same cause.
One way in which the workforce of any institution is reduced is thru employee termination. Termination is the process by which the organization puts a stop to an individual’s membership or service to the organization against his or her will. There are various reasons why termination is imposed on an individual. It may be that the employee has violated certain organizational policies or ethical standards, or rendered unsatisfactory job performance, or may even have been because he or she had a conflict with his or her supervisor. On the other hand, the employee may also be subject to termination when the company undergoes a restructuring phase that necessitated downsizing in its workforce, or if the employee’s responsibilities have been found to be redundant.
Employee termination occurs in both public and private offices but there are some notable differences. One such difference is that employees of private companies are often hired under contract whereas those working in public offices are often employed at-will, meaning that they do not have a formal employment contract binding him or her and the employer. Although all employees are protected by labor laws, employees in the public sector are more vulnerable to termination because of the at-will nature of their employment.
Subject: Human resource management,
University/College: University of Arkansas System
Type of paper: Thesis/Dissertation Chapter
Date: 24 September 2016
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