Deriving Public Sector Workforce Insights: A Case Study Using Australian Public Sector Employment Profiles

Ghosh, Shameek; Zheng, Yi; Lammers, Thorsten; Chen, Ying Ying; Fitzmaurice, Carolyn; Johnston, Sean F.; Li, Jinyan

doi:10.1007/978-3-319-49586-6_55

Cited by 3 publications

(5 citation statements)

References 14 publications

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“…Many sub-national governments experience HRM and workforce-related challenges from prevailing HRM structures (Jacobson & Sowa, 2016). Further constraints arise from the government's strategic goals and priorities, such as sustainable budgeting and service delivery, among other objectives (Ghosh et al, 2016). Talent management in public sector organizations is challenging because of the demand and supply of labour and the diversity of the governance structure (Connell & Walton-Roberts, 2016).…”

Section: Problem Statementmentioning

confidence: 99%

Talent Management Strategies and Service Delivery in County Governments in Kenya

Roba,

Wachira,

Mwenda

2024

Int. j. adv. res.

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A proactive human resource management (HRM) system in public sector organizations is critical for effective public service delivery. However, sub-national(county) governments (SNGs) in Kenya faced significant challenges in acquiring and retaining talented staff because of a labour supply and demand mismatch. Based on the challenge, the study evaluated the nature of the talent management strategies and their influence on service delivery in sub-national governments in Kenya. The study utilized the descriptive design and critically examined the HRM structures by sampling 140 respondents (47 county secretaries, 47 county directors of HRM and 46 municipality managers from municipalities based at the county headquarters of 46 counties) through interviews and questionnaires. The respondents were chosen based on their functional human resource management roles in the counties. The research instrument was validated through a panel review and piloted in three counties. The qualitative reports support the establishment and strengthening of county HR structure and systems, building staff capacity through training, and adopting talent management policies and practices to reduce staff turnover. This process would optimize staff competencies in sustaining service provisions at the county level. The correlation analysis indicated that service delivery positively correlated with talent management strategies (r = 0.6731, p< 0.05) at 0.05 significance levels, while the regression analysis revealed that talent management strategies explain about 45.30 % variance in service delivery with an effect size (β1 = 0.6210 (t = 10.6, p < 0.05). Based on the findings, the study concluded that talent management strategies are crucial to improving service delivery in Kenya's sub-national(county) governments. The study recommends proactive planning and adequately structuring the county's workforce based on knowledge, skills, abilities, and other characteristics. The study suggests that county governance structures should integrate and concretize the HRM initiatives geared towards talent management

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Section: Problem Statementmentioning

confidence: 99%

Talent Management Strategies and Service Delivery in County Governments in Kenya

Roba,

Wachira,

Mwenda

2024

Int. j. adv. res.

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“…In parts of Sub-Saharan Africa, many sub-national governments face resource constraints relating to financial as well as human resource capabilities (Jacobson & Sowa, 2016). Due to financial constraints, sub-national governments are not able to offer competitive compensation packages to attract and retain qualified and competent personnel (Ghosh et al, 2016) and this has a consequent effect on service delivery (Gul, Maidanwal & Khaliqi, 2020). Within the local context, service delivery in the county governments in Kenya is wanting and unsatisfactory as indicated by several authors (See Nduta et al, 2017;Onchari et al, 2014 among others).…”

Section: Problem Statementmentioning

confidence: 99%

“…The modernization of the existing workforce requires a robust workforce planning process that integrates future workforce needs so that capabilities are developed earlier. Typically, workforce planning involves identifying strengths, weaknesses, opportunities, and threats to develop appropriate interventions to mitigate future risks (Ghosh et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Effective HRM approaches in the public sector and government agencies are essential for robust workforce planning against dynamic environmental conditions (Ghosh et al, 2016). The implementation of workforce planning models in public sector organizations often includes gap analysis, supply/demand analysis and solution analysis (Johnson et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

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Strategic Human Resource Planning and Service Delivery in County Governments in Kenya

Roba,

Wachira,

Mwenda

2024

Int. j. adv. res.

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Strategic human resource management in public sector organizations enables governance arrangements that promote efficient service delivery. However, service delivery in county governments in Kenya gets stymied by both human resource and funding constraints. Due to contextual gaps in the strategic human resource management practises in county governments in Kenya, the study evaluated the role played by strategic human resource planning on service delivery in Kenya. The study adopted a descriptive design and systematically examined the HRM practises by sampling 140 respondents (47 county secretaries, 47 county directors of HRM and 46 municipality managers from municipalities based at the county headquarters of 46 counties) through interviews and questionnaires. The respondents were selected based on their operational and functional human resource management roles in various units in the 47 counties. The research instrument was validated through a review by a panel of supervisors and a pilot testing exercise. The qualitative reports indicated that the county governments can attract qualified and competent persons with critical skill sets to match the various job descriptions and optimally sustain service provisions at the county level. The correlation analysis indicated that service delivery positively correlated with strategic HR planning practises (r = 0.6510, p< 0.05) at 0.05 significance levels, while the regression analysis indicated that strategic HR planning practises explains about 41.61 % variance in service delivery with an effect size (β1 = 0.6451 (t = 8.97, p< 0.05). Based on the findings, the study concludes that strategic human resource planning practises hold a positive and significant potential impact on service delivery in county governments in Kenya. The study recommends proactive planning and proper structuring of the county workforce based on knowledge, skills, abilities, and other characteristics

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“…A case study using Australian public sector workforce datasets analyzed the changing proportions of ethnic employees, employees with disabilities, and Aboriginal people in each salary band and identified implications for promoting diversity and cultivating talent for future leadership (Ghosh et al 2016). Similarly, the Public Service Commission of the state of New South Wales in Australia has adopted a data-driven approach to designing and monitoring progress on diversity and inclusion policies (OECD 2019).…”

Section: Workforce Planningmentioning

confidence: 99%

Human Resources Analytics for Public Personnel Management: Concepts, Cases, and Caveats

Cho

Choi²,

Choi

2023

Administrative Sciences

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The advancement of data technology such as machine learning and artificial intelligence has broadened the scope of human resources (HR) analytics, commonly referred to as “people analytics.” This field has seen significant growth in recent years as organizations increasingly rely on algorithm-based predictive tools for HR-related decision making. However, its application in the public sector is not yet fully understood. This study examined the concepts and practices of HR analytics through a thematic review, and proposed a five-step process (define, collect, analyze, share, and reflect) for implementation in the public sector—the process aims to assist with the integration of HR analytics in public personnel management practices. By analyzing cases in both the public and private sectors, this study identified key lessons for functional areas such as workforce planning, recruitment, HR development, and performance management. This research also identified the necessary conditions for introducing HR analytics in public organizations, including data management, staff capabilities, and acceptance, and discussed the potential challenges of privacy, integrity, algorithmic bias, and publicness.

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Deriving Public Sector Workforce Insights: A Case Study Using Australian Public Sector Employment Profiles

Cited by 3 publications

References 14 publications

Talent Management Strategies and Service Delivery in County Governments in Kenya

Talent Management Strategies and Service Delivery in County Governments in Kenya

Strategic Human Resource Planning and Service Delivery in County Governments in Kenya

Human Resources Analytics for Public Personnel Management: Concepts, Cases, and Caveats

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