Human resource management in local governments
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Published
18-09-2018
José Serrano Segura
María Isabel Barba Aragón
Abstract
Literature highlights the key role that organizations' workforce has in companies' performance. It is also emphasized that human resource management is a source of competitive advantage. However, although this topic has been widely studied in the private sector, little research has focused on public administration, particularly for local governments. In order to fill this gap, this research based on a case study of nine city councils sited in the Region of Murcia, analyses if an adequate employees management is related to better organizational-level outcomes, in individuals and services. Findings suggest that the local governments that develop recruitment and selection, training, performance appraisal and compensation practices taking into account the needs of the specific jobs to cover, employees' potential and their performances, improve their results.
How to Cite
Serrano Segura, J., & Barba Aragón, M. I. (2018). Human resource management in local governments. Cuadernos De Gestión, 12(2), 149–168. https://doi.org/10.5295/cdg.100233js
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Keywords
Human resource management, Public administration, Local governments, Performance
References
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BAE, J. y LAWLER, J.J. (2000): “Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy”, Academy of Management Journal, Vol. 43, No. 3, pp. 502-519.
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BARRETT, A. y O’CONNELL, P.J. (2001): “Does training generally work? The returns to incompany training”, Industrial & Labor Relations Review, Vol. 54, No. 3, pp. 647.
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BOLLINGER, A.S. y SMITH, R.D. (2001): “Managing organizational knowledge as a strategic asset”, Journal of Knowledge Management, Vol. 5, No. 1, pp. 8-18.
BOSELIE, P.; PAAUWE, J. y JANSEN, P. (2001): “Human resource management and performance: Lessons from The Netherlands”, International Journal of Human Resource Management, Vol. 12, No. 7, pp. 1107-1125.
BOWMAN, J.S. (1994): “At last, an alternative to performance appraisal: total quality management”, Public Administration Review, Vol. 54, No. 2, pp. 129-136.
CARUTH, D.L. y HUMPHREYS, J.H. (2008): “Perfomance appraisal: Essential characteristics for strategic control”, Measuring Business Excellence, Vol. 12, No. 3, pp. 24-32.
CHIU, R.K.; LUK, V.W.N. y TANG, T.L. (2002): “Retaining and motivating employees: Compensation preferences in Hong Kong and China”, Personnel Review, Vol. 31, pp. 402-431.
COGGBURN, J.D. y Hays, S.W. (2003): “Innovations in Local Government human resource systems: observations from several best practice locations”, Public Administration Quarterly, Vol. 23, No. ¾, pp. 433-455.
DARKE, P.; SHANKS, G. y BROADBENT, M. (1998): “Successfully completing case study research: combining rigour, relevance and pragmatism”, Information Systems Journal, Vol. 8, pp. 273-289.
DE LA CALLE, M.C. y ORTIZ DE URBINA, M. (2004): Fundamentos de recursos humanos, Madrid, Ed. Prentice Hall.
DE LANCER JULNES, P. y HOLZER, M. (2003): “Promoting the utilization of performance measures in public organisations: an empirical study of factor affecting adoption and implementation”, Public Administration Review, Vol. 61, No. 5, pp. 693-708.
DELANEY, J. y HUSELID, M. (1996): “The Impact of Human Resources Management Practices on Perceptions of Organizational Performance”, Academy of Management Journal, Vol. 39, No. 4, pp. 949-969.
DELERY, J.E. y DOTY, D.H. (1996): “Modes of theorizing in strategic human resource management: tests of universalistic, contingency and configurational performance predictions “, Academy of Management Journal, Vol. 39, No. 4, pp. 802-835.
DOLAN, S.L.; VALLE, R.; JACKSON, S.E. y SCHULER, R.S. (2003): La gestión de recursos humanos, Madrid, Ed. McGraw-Hill.
FAEMS, D.; SELS, L.; DEWINNE, S. y MAES, J. (2005): “The effect of individual HR domains on financial performance”, The International Journal of Human Resource Management, Vol. 16, pp. 676-700.
GABRIS, G.T.; GRENELL, K.D. y KAATZ, J. (1998): “Reinventing Local Government human services management: A conceptual analysis”, Public Administration Quarterly, Vol. 22, No. 1, pp. 74-96.
GARCÍA, M.I. (2007): “La nueva gestión pública: evolución y tendencias”, Presupuesto y Gasto Público, No. 47, pp. 37-64.
GHEBREGIORGIS, F. y KARSTEN, L. (2007): “Human resource management and performance in a developing country”, The International Journal of Human Resource Management, Vol. 18, pp. 321-332.
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GONZALO, J. y CORTÉS, J.V. (2004): “Modernización y cambio en la gestión de los recursos humanos en la administración local”, Capital Humano, Vol. 176, pp. 58-66.
GRAY, G. (2002): “Performance appraisals don’t work”, Industrial Management, Vol. 44, No. 2, pp. 15-17.
HENDERSON, R.L. (2003): Compensation management in a Knowledge-based world, New Jersey, Ed. Prentice-Hall.
HITT, M.A.; BIERMAN, L.; SHIMIZU, K. y KOCHHA, R.R. (2001): “Direct and moderating effects of human capital on strategy and performance in professional service-firms: a resourcebased perspective”, Academy of Management Journal, Vol. 44, No. 2, pp. 13-28.
HOLZER H.; BLOCK R.; CHEATHAM, M. y KNOTT, J. (1993): “Are training subsides for firms effective? The Michigan experience”, Industrial & Labor Relations Review, Vol. 46, No. 4, pp. 625-636.
HUSELID, M.A. (1995): “The impact of human resource management practices on turnover, productivity and corporate financial performance “, Academy of Management Journal, Vol. 38, No. 3, pp. 635-672.
HUSELID, M.A.; JACKSON, S.E. y SCHULER, R.S. (1997): “Technical and strategic human resource management effectiveness as determinants of firm performance”, Academy of Management Journal, Vol. 40, No. 1, pp. 171-188.
ICHNIOWSKI, C. y SHAW, K. (1999): “The effects of human resource management systems on economic performance: An international comparison of U.S. and Japanese plants”, Management Science, Vol. 45, No. 5, pp. 704-721.
ICHNIOWSKI, C.; SHAW, K. y PRENNUSHI, G. (1997): “The effects of human resource management practices on productivity: a study of steel finishing lines”, The American Economic Review, Vol. 87, No. 3, pp. 291-313.
JERÉZ GÓMEZ, P., CESPEDES LORENTE, J.J. y VALLE CABRERA, R. (2004): “Training practices and organisational learning capability”, Journal of European Industrial Training, Vol. 28, No. 2-4, pp. 234-256.
KAMOCHE, K. (1996): “Strategic human resource management within a resource-capability view of the firm”, Journal of Management Studies, Vol. 33, No. 2, pp. 213-233.
KHOURY, G.C. y ANALOUI, F. (2004): “Innovative management model for performance appraisal: The case of the Palestinian public universities”, Management Research News, Vol. 27, No. 1, pp. 56-73.
KIDDER, P. J. y ROUILLER, J.Z. (1997): “Evaluating the Success of a Large-Scale Training Effort”, National Productivity Review, Vol. Spring, pp. 79-89.
KIM, S. (2005): “Factors affecting state government information technology employee turnover intentions”, American Review of Public Administration, Vol. 35, pp. 137-156.
KOCH, M.J. y MCGRATH, R.G. (1996): “Improving labour productivity: Human resource management policies do matter”, Strategic Management Journal, Vol. 17, pp. 335-354.
KRAUCHUCK, R.S. y SCHACK, R. (1996): “Designing effective performance measurement systems under the government performance and results act of 1993”, Public Administration Review, Vol. 56, No. 4, pp. 348-358.
LARRAZA KINTANA, M.; URTASUN ALONSO, A. y GARCÍA OLAVERRI, C. (2006): “High performance work systems and firms’ operational performance: The moderating role of technology”, The International Journal of Human Resourc Management, Vol. 17, No. 1, pp. 70-85.
LATORRE, J.A. (2003): “La formación como mejora del empleo público: la experiencia de la Diputación de Alicante”, Análisis Local, Vol. 46, pp. 51-54.
LAWLER, E.E. (1990): Strategic pay. Aligning organizational strategies and pay systems, San Francisco, Ed. Jossey-Bass.
LENGERMANN, P.A. (1996): “The benefits and costs of training: a comparison of formal company training, vendor training, outside seminars, and school based training “, Human Resource Management, Vol. 35, pp. 361-381.
LEWIS, G.B. (1991): “Turnover and the quiet crisis in the federal service”, Public Administration Review, Vol. 51, pp. 145-155.
LUNA, A. (2004): “Gestión del capital humano e intelectual en las Adminsitraciones Públicas: El primer paso para la eficiencia del sector público”, Capital Humano, Vol. 176, pp. 105-106.
MANI, B.G. (2002): “Performance appraisal systems, productivity, and motivation: A case study”, Public Personnel Management, Vol. 31, No. 2, pp. 141-159.
MARTIN, D.C. y BARTOL, K.M. (1998): “Performance appraisal: Maintaining systems effectiveness”, Public Personnel Management, Vol. 27, No. 2, pp. 223-231.
MARTOCCHIO, J.J. (1998): Strategic compensation: A human resource management approach, New Jersey, Ed. Prentice Hall.
MASTRACCI, S.H. (2009): “Evaluating HR management strategies for recruiting and retaining IT professionals in the U.S. federal government”, Public Personnel Management, Vol. 38, No. 2, pp. 19-34.
MCELROY, J.C. (2001): “Managing workplace commitment by putting people first”, Human Resource Management Review, Vol. 11, No. 3, pp. 327-335.
MONDY, R.W.; NOE, R.M. y PREMEAUX S.R. (1999): Human resource management, New Jersey, Ed. Prentice-Hall.
MUELLER, F. (1996): “Human resources as strategic assets: an evolutionary resource-based theory”, Journal of Management Studies, Vol. 33, No. 6, pp. 757-785.
MURRAY, B. y RAFFAELE, G.C. (1997): “Single-site, results-level. Evaluation of Quality awareness training”, Human Resource Development Quarterly, Vol. 8, No. 3, pp. 229-245.
PARRÉS, A. (2005): “El reto de la “Nueva Gestión Pública” a través de un cambio basado en las personas”, Auditoría Pública, No. 37, pp. 57-63.
PFEFFER, J. (1995): “Producing sustainable competitive advantage through the effective management of people”, Academy of Management Executive, Vol. 9, No. 1, pp. 55-72.
RAGHURAM, S. (1994): “Linking staffing and training practices with business strategy: A theoretical perspective”, Human Resource Development Quarterly, Vol. 5, No. 3, pp. 237-251.
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