Most writers agree that human resource management – HRM (as a process) in the public sector comprises certain unique main activities (that should actually be seen as distinctive characteristics). 

 

However, there are different opinions regarding the meaning of HRM. In this module, HRM as a field of study, theory and practice is taken to be that part of management concerned with the factors, decisions, principles, strategies, operations, practices, functions, activities, methods, processes and procedures related to employees in public institutions, and to the dimensions related to employment relationships and the dynamics that flow from them.

Within this broad perspective, it is now expected of you to describe the public human resource management process by

focusing on the management perspective, the ‘public’ dimension, resources and outcomes (promoting fairness, applying equity principles, encouraging accessibility, fostering transparency, demonstrating accountability and increasing professionalism).

 

my essay

 

Heading

Public human resource management : Management perspective

 

Table of contents

1. Introduction

2. management perspective

3. the ‘public’ dimension

. 4. resources and outcomes

5. Human resource Values

6. conclusion

 

 

1. Introduction

Since middle 1980’s Natural Resource Management (HRM) has gained acceptance in both academic and Mass- demand circle. HRM is a multidisciplinary organizational function that draws theses and ideas from variegated fields corresponding as super intendency, psychology, sociology and economics.There is no formal way to manage people and no director has formulated how people can be managed
effectively, because people are complex beings with complex necessaries. Effective HRM depends really major on the causes and conditions that an organizational setting would hand. Any Organization has three abecedarian components, People, Purpose, and Structure.

Every public institution employed monthly people. The quiz come to light what norm are we using to sign up, choose and reimburse every employer. This pursuit need he expertise and knowledge of staff direct the HR responsibilities. There are so many contrasting and explanation of a HRM. We going to study, explore and be part of all the strategy of the public human resource managing by concentrating on management perspective, the ‘public’ dimension, resources and outcomes and values like :fairness, equity principles,  accessibility,  transparency, accountability and professionalism. All the ideas need to be install, secure and hold on to employees with the expertise and point of view.

 

2. management perspective,

In line with (Van der Westhuizen, Ernst. J. 2016. (1st edition) HRM in the public sector should also strive towards success. Success, in the context, means doing the right things in the right way and at the lowest cost possible. The “right things “refer to the specific services that a particular HR office provides, that all the stakeholders are satisfied and the “lowest cost implies that the HR office has a duty to deliver services at an affordable rate.

On the contrary, nearly all authors concerning manager as any public-sector employee who has the entitlement of supply counselling within a public sector institution. In supply counselling the manager takes the inventiveness in the implementation of any specific task or group of tasks within the institution.

 

 

3. the ‘public’ dimension

In consonance with (study book pb3702) the term “public” in the concept of PSHRM implies different things and is not so easy to explain. In brief, the term implies that all HR people operate in the public eye – “goldfish bowl” – this makes it different from HR in the private sector. Basically, it means that PSHRM is placed under three masters – legislature (politicians establishing the budgets of the HR function), executive (political managers – the Cabinet

establishing executive policies for the HR function) and judiciary (judicial review of HR activities). The public dimension of HR is accentuated with the obligation to promote the public interest – HR must serve a “higher purpose”.HR specialists are entrusted with public trust. This means that they are a decisive source of political power and authority.

 

Relative to (Van der Westhuizen, Ernst. J. 2016. (1st edition) the scope of legislative and judicial authority leaves junior managers, middle managers, and senior managers with limited control over the executive branch of their operations. In short, constitutional concerns play an important part in emphasising the “public” aspect of HRM

 

 

4. resources and outcomes

Ten to one we agree that any HR manager in the public sector has various

assets at their discarding to make use for optimal management of the HR

activities. It is the leadership of the HR manager to see that an asset such

as money is used in such a way that the relevant public sector institution’s intention is realised in the best possible way. To put it another way, resources should be applied in such a way that merit is added to the institution’s services.

 

in line with (Van der Westhuizen, Ernst. J. 2016. (1st edition) In any given situation, a public manager has four basic resources at his or her disposal in successfully executing the HR function. These resources are roughly classifiable as: financial ( salaries and wages)l, physical ( buildings and lecture rooms),informational( annual reports and questionnaire) and human(human resource managers and administrative personnel).

 

Based on (Van der Westhuizen, Ernst. J. 2016. (1st edition) an important responsibility facing the HR manager is to confirm that these resources are utilised optimally. To guarentee that HRM

is successfully, the said purpose and exercise, tasks, skills and outcomes must

be productively integrated. we will accord, therefore, that all management levels

(junior, middle and senior) should be involved, but that not these have

the same management authorities. This straightforwardly means that various factors

control the time and volume devoted to the tasks, ability and outcomes

concerned.

 

5. Human resource Values

Last, we follow several values, which are obtain from the Constitution, this

will support human resource management in the public service:

Fairness

Measures and decisions must be impartial, compatible, equitable and

without prejudice.

Equity

If unfairness is being spotted, corrective evaluating must be

implemented to make certain that human resource practices are untied from

discrimination, invisible hurdles and unjustness, which will delay

equal employment opportunities.

Accessibility

Accessibility in association to employment, management and details

must pervade all human resource practices subject to the application

of the Constitution and any other relevant legislation.

 

Transparency

Every single human resource management exercise in the public service must

be open, democratic and subject to public inspection within reasonable

limits, which must permit public institutions to operate uncontrolled,

as well as subject to the application of the Constitution and any other

pertinent legislation.

 

Accountability

Responsibilities and duties for human resource management within the public

service will be understandably defined, and single employees will be held

accountable for release their responsibilities conscientiously and

with honesty and integrity.

 

Participation

Human resources will be managed always with the Labour Relations

Act of 1995, based on a cooperative relationship with organised

labour. Single employees will be asking on all matters affecting

their careers and working environment.

 

Professionalism

Human resource management will be managing competently, and the

Highest virtuous and ethical standards, as well as perfect behaviour

towards the public, juniors, squint and seniors and in human resource

practices, should be apparently maintained.

 

 

6. conclusion