The Benefits of Human Resource Centralization: Insights from a Survey of Human Resource Directors in a Decentralized State

Coggburn, Jerrell D.

doi:10.1111/j.1540-6210.2005.00469.x

Cited by 40 publications

(64 citation statements)

References 11 publications

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“…Further, the impact of these reforms on HRM has also been found to vary between states within the same country (for example, in the United States, see Coggburn, 2005, andLavigna, 2002). However, if we acknowledge these differences in detail and focus on the common force of change, investigations To Be Strategic in the New Public Sector, HR Must Remember Its Operational Activities 267 of these differences often can be valuable (e.g., see Kellough and Seldon's 2003 comparison of states within the U.S. public sector).…”

Section: Commercialization: a Context Of Change For Hrm Departmentsmentioning

confidence: 97%

To be strategic in the new public sector, HR must remember its operational activities

Teo

Rodwell

2007

Human Resource Management

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H Hu um ma an n R Re es so ou ur rc ce e M Ma an na ag ge em me en nt t, , Summer 2007, Vol. 46, No. 2, Pp. 265-284 © practices and policies between public-sector organizations and private companies in many countries across the world (Budhwar & Boyne, 2004, Rodwell & Teo, 2004. Therefore, the current study contributes to this body of literature by examining the involvement of HR departments in commercialized and noncommercialized public-sector entities and their perceived level of performance by senior line managers, a key stakeholder of the HRM function. More specifically, this article tests a model of the effect of the transfer of HR activities to line management on the strategic influence and performance of the HR department.The next sections of this article explore the public-sector HR function, the pressures to be strategic about HRM, and the forces toward the transfer of HR to line management. Moving toward strategic HRM usually implies the strategic integration of HR, with the end result that all of these factors drive perceptions of the HR function's performance. The remaining sections then review the methods and the results. Theoretical and practical implications of the results are discussed by considering the status and influence of HR departments and their relationship with line management in the process of strategic decision making. Commercialization: A Context of Change for HRM DepartmentsFrom the mid-1980s, a reform movement to change public-sector management practices has grown in many Organisation for Economic Co-operation and Development (OECD) countries (Hood, 1995). This reform movement emphasizes issues of economy, efficiency, and effectiveness in public services and is often known as new public management (Lonti & Verma, 2003). The elements of NPM underpin much of the move toward commercialization of the public sector. Growing evidence of the impact of the push toward NPM includes many changes to organizational structures, systems, and processes, such as restructuring, performance auditing, and privatization of state-owned entities (Osborne & Gaebler, 1992). Examples of commercialized public-sector entities include organizations, such as utilities, that are owned by the government yet operate as strategically independent entities. In many cases, these commercialized public-sector entities operate as if they had been privatized even though they are government-owned.Historically, personnel systems in the public sector have been highly regulated due to a preoccupation with eliminating corruption and partisan abuses (Coggburn, 2001). Under NPM, the management of people, resources, and programs in order to achieve results and outcomes replaces the administration of activities, procedures, and regulations (Lonti & Verma, 2003). Subsequently, NPM has profound implications for HRM in the public sector, including demands to become more flexible and responsive to the needs of line managers (Hays & Kearney, 2001). These newly structured public-sector agencies often adopt new HR strategies (such as t...

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Section: Commercialization: a Context Of Change For Hrm Departmentsmentioning

confidence: 97%

To be strategic in the new public sector, HR must remember its operational activities

Teo

Rodwell

2007

Human Resource Management

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“…The centralized approach to HRM in the United States developed after the passage of the Pendleton Act in 1883, which created the federal merit or civil service system (Coggburn, 2005). States began following the federal government's lead by designing centralized personnel systems to ensure stability and to insulate state employees from political influence and corruption (Coggburn, 2005;Hou, Ingraham, Bretschneider, & Selden, 2000;Sylvia, 1989).…”

Section: Centralized and Decentralized Structures In State Hrmmentioning

confidence: 99%

“…Centralized personnel systems, however, are not without drawbacks. Similarly, a centrally administered grievance and appeals process can be seen as barrier to an effective disciplinary process, where terminating problem employees for performance problems can be time-consuming and almost impossible (Coggburn, 2005). For example, critics note that a centralized recruitment process, although in theory may be more effective, takes too long to screen and identify candidates.…”

Section: Centralized and Decentralized Structures In State Hrmmentioning

confidence: 99%

Structures in Public Human Resource Management

Selden

Wooters

2011

Review of Public Personnel Administration

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This article explains an emerging trend in state human resource management, the adoption of shared services. According to a 2007 survey of state governments (n = 42), approximately 38% of states adopted a shared services model between 2005 and 2007 and another 26% of other states are considering adopting shared services. Shared services is a blended model which addresses challenges associated with dominantly decentralized and centralized human resource management systems by capitalizing on new technologies and sharing expertise. The study finds that both organizational and political factors drive adoption.

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“…Prior to HB 2292, HHS system agencies had developed their own HR programs, a situation made possible by the state's decentralized and deregulated approach to HR (Coggburn, 2005(Coggburn, , 2006. After HB 2292, these programs and resources were among the first administrative services consolidated.…”

Section: From Consolidation To Optimization: Setting the Stage For Ramentioning

confidence: 99%

Outsourcing Human Resources

Coggburn

2007

Review of Public Personnel Administration

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The Benefits of Human Resource Centralization: Insights from a Survey of Human Resource Directors in a Decentralized State

Cited by 40 publications

References 11 publications

To be strategic in the new public sector, HR must remember its operational activities

To be strategic in the new public sector, HR must remember its operational activities

Structures in Public Human Resource Management

Outsourcing Human Resources

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