HRM in Development: Lessons and Frontiers

Abstract

This article discusses contributions of human resources management (HRM) to strengthening state institutions in development settings. It also identifies leading practices and frontiers in HRM practice and research. "Technical" HRM expertise in development exists in matching organizational performance with staffing, advancing decentralization, international project management, and training, and research also shows extensive concerns with patronage and anti-corruption. Frontiers are discussed in connection with strategic HRM, notably improved leadership development/talent management, workforce engagement in developing settings, re-thinking/professionalization of appointee-executive relations, comprehensive HRM strategies, and increased leadership for HRM itself. Although development studies often raise HRM implications, relatively few focus on HRM in development in a comprehensive fashion.

Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

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Incumbent bureaucrats: Why elections undermine civil service reform in Indonesia

“…Using ethnographic fieldwork on the evolving relationship between civil servants and politicians in Lampung, a rural backwater in the southern tip in Sumatra, this article argues that the failure of bureaucratic reform measures in Indonesia is due to the way in which elections have triggered competition over control over state resources. In doing so, this article responds to the call in recent literature on public sector management for more “micro‐level studies of bureaucratic politics” (Berman, ; Brinkerhoff & Brinkerhoff, ; Pepinsky, Pierskalla, & Sacks, , p. 1316). Whereas this literature often focuses on technical interventions and formal regulations, this article provides an approach to study how informal and clientelistic dimensions of politics shape prevailing incentive structures.…”

International HRD: context, processes and people – introduction

“…This strand, consistent with the definition proposed by Metcalfe and Rees (2005), highlights the social role for HRD. Therefore, global HRD has a major role to play in strengthening state institutions, in dealing with major societal issues such as poverty and corruption, and in enhancing the work of worldwide nongovernmental agencies (Berman, 2015). The global HRD scholarship strand brings into focus the need to consider a variety of sustainability and societal outcomes and has a particular concern with people sustainability (Thite, 2013;Kuchinke, 2010;Peterson, 1997).…”