Volume
2, No. 7 July 2024 p-ISSN
3032-3037| e-ISSN 3031-5786
Review of Human Resource Management in the Field of Public
Management and Public Administration
Kahar
Haerah
University of Muhammadiyah Jember, Indonesia
Email:
kaharhaerah@unmuhjember.ac.id
Abstract
This article is a review of
Human Resource Management (HRM) in the context of
Public Management and Public Administration.
The research method used is the
article review method, which is
done by searching
for articles based on keywords
related to HRM, public sector, and public administration
in the title, keywords, and abstract.
A total of 78 articles were
manually selected based on predetermined
criteria and then analyzed using
three main criteria: research characteristics, theories and models,
and HRM themes. This review highlights
research trends in HRM in the public sector,
emphasizing the importance of HRM in improving the efficiency,
effectiveness, and accountability of public institutions. The main findings of this
article can provide useful insights for researchers
and practitioners interested in HRM in the public sector and
public administration.
Keywords: Human Resource Management, Public Management, Public Administration
Introduction
Human resource
management (HRM) is central to the
complex field of public management
and public administration
An introduction
to human resource management (HRM) in the public context underscores the important role HR plays in public sector organizations. HRM plays a vital role in improving the performance
of public organizations by ensuring efficient and effective management
of human assets. Through the recruitment,
training, development, and evaluation of employees, HR management helps to ensure that
organizations have qualified personnel that meet the
needs of public services
The large number of studies
focusing on HRM in the context of
the public sector and public
administration can be explained by
several factors. First, the need for
quality and efficient public services drives research to understand
how HRM can be managed effectively
in the face of complex challenges.
Next, changes in government regulations and political demands
force public organizations to adjust their HR policies and practices,
sparking increased interest in understanding their impact and
implications. In addition, the complexity of tasks and
challenges of public institutions is driving interest
in research to develop effective and innovative HRM practices.
Recent
research highlights the importance of investing in HR development to improve organizational performance and public service delivery (Mustari et al., 2024). Effective HRM practices, such as employee training and development, performance management, and workforce diversification,
positively affect productivity, service quality, and employee
satisfaction in the public sector
The urgency of this research
is driven by the increasing
complexity of public sector tasks
and the necessity
for innovative HRM practices that can adapt to
changing environments and enhance public
service delivery. This study's novelty
lies in its empirical investigation of HRM within the
public sector, viewed through the dual lenses
of Public Administration (PA) and HRM disciplines. By examining the cross-fertilization between these fields,
this research not only deepens our
understanding of effective HRM practices in the public sector
but also fosters greater integration and collaboration between PA and HRM. The findings are anticipated to make substantial contributions to both literature and serve as a foundational reference for future inquiries
into HRM in public administration.
The purpose of this research
is to empirically
explore HRM in a public sector context, both from the
perspective of the disciplines of Public Administration
(PA) and Human Resource Management
(HRM), as well as to gauge the level of cross-fertilization between the two
disciplines. The central questions of this
research include what can be
empirically learned about HRM in the public sector context
from the perspectives of both disciplines, as well as the extent
to which there is interaction
and exchange of ideas between
the disciplines of Public Administration
and HRM. As such, this research aims
to enrich our understanding of HRM in the public
sector while promoting integration and collaboration between the PA and HRM disciplines. The results of this
study are expected to make a significant contribution to the literature in both disciplines, as well as serve as an important foothold
for future research in this area.
Research Methods
This
research uses a scientific article search method focusing
on high-quality articles. The researcher limited the search
to Human Resources Management
and public sector articles that have been
published in leading international journals, following the approach
used by Nishii
et al.
The data source
for this study is articles published
in eight international journals with high
impact scores, according to the
Web of Science in 2017. These journals are also listed in the 2015 Association of Business Schools journal list. The study population included all relevant articles
in eight selected journals. From the initial search,
150 article references were
found. After going through a rigorous selection process based on four
criteria, the final sample used in the analysis was
78 articles. These articles were selected based on their
relevance to the topic of
Human Resources Management and
the public sector and met
the criteria of publication year (2000–2019), the definition of Human Resources Management, and the use of
meaningful public sector domain concepts.
The research technique used is to search
for articles based on keywords
such as Human Resources Management,
public, public sector, and HR in the article's title,
keywords, and abstract. The selection process is done
manually by checking the full
text of the
article and using predetermined criteria to filter out relevant and
high-quality articles. The analysis was carried
out on 78 selected articles using three main criteria: research characteristics, theory and model, and the theme of
Human Resources Management. Each
article was analyzed to determine
how each of these criteria
was implemented in their research. By using this method,
this study successfully obtained a representative and high-quality sample of articles
for further analysis in the context of HRM in the public sector.
Results and Discussion
Research Characteristics
The characteristics of this research include
an article review approach that blends quantitative
and qualitative data to gain a comprehensive picture of HRM in the context of
PM and PA. Using a keyword-based article search method, this research carefully
selected 78 relevant and high-quality articles from various
sources relating to HRM in the public
sector. Each article was then
analyzed in depth to identify the
characteristics of the research, the
theories and models used, and
the themes explored. This approach allows this research to
provide a comprehensive understanding of HRM-related trends, challenges, and innovations within the PM and PA domains.
The analysis presented in the table below
indicates that a significant proportion, 68 percent, of the
journal articles (N = 53) relied on quantitative
data, primarily sourced from surveys. Conversely,
23 percent of the articles (N = 18) were grounded in qualitative data, predominantly obtained through interviews. For instance, Srinivasan and Chandwani (2014) conducted interviews with top managers to delve into
the HR challenges stemming from the
privatization and corporatization of healthcare facilities in India, along with novel business models in healthcare delivery. Moreover, 9 percent of the articles
(N = 7) adopted mixed methods, blending both quantitative and qualitative data. An example is the
study by Kooij et al. (2014), which amalgamated various sources, including interviews, focus groups, policy
documents, and surveys, to probe
into the management of elderly
workers within a Dutch Ministry. In totality, our review
of articles encompassed a diverse array of research
methods. Although less frequent, we also noted
the utilization of alternative research methodologies such as archival data analysis.
Table 1. Details of
studies included in the research review
|
Types of Research
and Themes |
HRM |
IJHRM |
HRMJ |
JPART |
BY |
PA |
PRM |
RoPPA |
Total |
|
(N=5) |
(N=28) |
(N=8) |
(N=2) |
(N=4) |
(N=3) |
(N=10) |
(N=18) |
(N=78) |
|
|
Type of Research |
|
||||||||
|
Kuantitative |
4 |
15 |
3 |
2 |
4 |
3 |
9 |
13 |
53 |
|
Kualitatif |
1 |
8 |
3 |
- |
- |
- |
1 |
5 |
18 |
|
Quantitative
and Qualitative Combination |
- |
5 |
2 |
- |
- |
- |
- |
- |
7 |
|
Theme |
|
||||||||
|
Human Resources Added Value |
5 |
20 |
5 |
1 |
4 |
2 |
9 |
11 |
57 |
|
Human Resources Management Development |
- |
8 |
3 |
1 |
- |
1 |
1 |
7 |
21 |
Among the quantitative
research articles, 68 percent align with
the increasing quantification in the fields of Human Resources, Public Management, and Public Administration.
This trend is also evident
in the rise of studies on
Public Administration behavior and the
growing focus on laboratory experiments
closely linked to applied psychology
Most of the studies came from
Europe, namely 27 studies with details
of 16 studies in the UK, six studies
in the Netherlands, and five studies
in Belgium. Furthermore, there were 20 studies from North America, with details of
the United States, 17 studies,
and Canada, 3three studies. Meanwhile, Asian countries, namely 31 studies, were represented by several countries
such as Japan, Jordan, Korea, Malaysia, Oman, China,
India, and Vietnam.
The data from
the 78 articles encompass a variety of organization types, with health
service organizations (N =
30), local governments (N =
19), central governments (N
= 13), educational institutions
(N = 8), and provincial/state governments (N = 8) being the most
frequently analyzed in the context of
EMD data in the public sector. Human Resources Management
research has particularly focused on healthcare
organizations, such as hospitals and nursing
homes, due to significant reforms and challenges
related to the workforce, including aging populations and aging healthcare workers. For instance, West et al.
(2002) conducted a study on
Human Resources Management and
hospital mortality, while Mostafa (2016) investigated high-performance HR practices, work stress, and
quit intentions in the public health
sector.
Theory
and Models
This review article
takes into account classic and contemporary
theories such as performance management theory, human resource theory, organizational behavior theory, and a systems approach.
In addition, several conceptual models, such as the organizational
commitment and diversity management models, are also explored in the context of HRM in the public sector.
The use of these diverse theories
and models provides a solid foundation for analyzing the
role and impact of HRM in Public Management and Public Administration.
It enables a deeper understanding of effective practices
in managing HRM in these contexts.
The examination
of the 78 articles encompassed a wide array of
theories and models. The first category comprised conventional Human Resources Management
(HRM) theories, encompassing
system strength, HR attribution theory, human capital theory, social capital theory, and resource-based
views. A total of 34 articles were rooted in HRM theory, exploring various aspects of HRM practices and their implications.
The second category pertained to Organizational
Behavior (OB) theories, which predominantly delve into psychological
theories concerning employee attitudes and behaviors within
organizational contexts. These theories, such as social identity theory, social exchange theory, motivation theory, and leadership
theory, were evident in the analysis of
the articles, shedding light on the intricate
dynamics of individual behavior and its
impact on organizational performance and effectiveness.
Human Resources Theme
We have classified articles into two main Human Resources Management themes: the Human Resources Management Added Value theme
and the Human Resources Management Formation theme.
Theme 1: Added Value
of Human Resources
In this research, ‘added value’ is defined
as the additional benefits generated by specific HRM practices, which not only include aspects
of productivity and efficiency but also involve
elements such as employee loyalty, job satisfaction, engagement, and organizational commitment. Analysis of the
article reveals that the ‘Added
Value of Human Resources’ theme is becoming
popular in HRM literature in the
public sector, illustrating an increased interest in understanding the relationship between HRM practices and achieving
organizational goals. With a focus on
the increased added value generated
by HRM practices, this research provides
valuable insights for public managers
and HRM practitioners in improving organizational performance and public service effectiveness
The initial
category of Human Resource Management (HRM) we identify is termed
'value-added' HRM, marking research that emerged
in the mid-1990s with a primary focus on
outcomes
The remaining
49 articles center on the impact
of HR 'mini-bundles,' denoting sets of
coordinated HR practices aimed at specific
objectives, such as employee development. These mini-bundles target diverse goals, including diversity management, performance management, and talent management
Theme 2: Human Resources Development
The second
theme we identified was labeled 'Human Resources Development.' This
theme focuses on the impact
of contextual factors on human resources. This study's 21 articles (see Table 1) are relevant to this
theme. Most of the articles
aim to understand
the content of Human Resources Management and how it
is formed and implemented in government and public service organizations. Many authors conclude that institutional pressure greatly impacts the development
of Human Resources Management.
Human Resources Development (HRD) is important in strengthening individual and organizational capabilities and competencies. In the context of
this research, Human
Resources Development (HRD) encompasses a range of practices
and programs designed to improve
the capabilities, knowledge, and skills of human resources in the public sector. HRD includes approaches such as training and development, career coaching, leadership development, and performance management. Analysis of the article
shows that HRD is becoming a major
focus in the public sector of
HRM literature, signaling an awareness of
the importance of investing in HRD to improve organizational
performance and achieve development goals. By strengthening HR skills and competencies,
HRD supports not only
individual growth but also generates long-term benefits for the
organization, fostering innovation, resilience, and adaptability in the face of
a changing environment and increasingly complex societal demands.
We observed
several commonalities among the broad
contextual factors in our dataset. Firstly,
certain authors identify state policy agendas and political perspectives
as primary drivers for Human Resources Management
(HRM) reform. For instance,
Stahl et al.
Moreover, regulations concerning
the fair and equitable treatment
of civil servants have been
identified as exerting a substantial influence on human resources development. For instance, Noordt et al.
Conclusion
This research underscores
the growing emphasis on human resource management (HRM) within public sector
studies, echoing Osborne's
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Kahar Haerah (2024) |
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First publication right: Advances
in Social Humanities Research |
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