Human resource management in the public sector

An evolutionary framework exploring the role of periodisations in the modern development of a Baltic state: The case of HRM in the Latvian public sector

“…Yet, the idea of 'blat' still existing and this provided some interesting responses which indicated that in some processes, such as recruitment it affected decision making not based on meritorious ideology :- This way of thinking is likely to be endemic in the Latvian public sector. Arguably such contamination of the recruitment process merely reinforces the feelings of mistrust and the inherent traditional forces of past ideologies and practices (Pollitt and Bouckaert, 2004;Brown, 2004). This was further supported by the majority of respondents who considered the role of HRM not to be a 'professional' area and that most management responsibilities lay with ministerial posts.…”

“…This is characterised by impersonal management, clearly defined job roles, strong hierarchy of authority, standardisation and meticulous record-keeping (Brown, 2004;Pollitt and Bouckaert, 2004). Thus providing rule-governed rational action, supported and controlled by central Government and political ideology.…”

Understanding the Challenges Facing Occupational Health Services in the Swedish Public Sector

“…Historically, the HR function within the public sector has been regarded as peripheral and relatively powerless (Truss, 2008). Now, the imposition of NPM principles has led to new ways of managing in the public sector and HR has become more strategically involved in the organization (Brown, 2004). HR professionals have re-emerged in a new role, functioning as consultants and partners in the management of the organization, more strategically oriented with tasks including organizational development and employer branding (Boglind et al, 2011).…”

Organization Design and Corporate Governance of Business Groups: A Comparison of the Public and Private Sector

“…As public-sector organizations are more than ever before heavily criticized and under constant pressure to improve their productivity and reduce their costs, private-sector know-how is considered the only viable alternative in an attempt to achieve greater efficiencies (e.g., Brown, 2004;Desmarais, 2008). Thus, it seems both highly relevant and practically useful to examine and compare the most important strategic, governance, organizational and financial characteristics of private-and state-owned business groups.…”