Public Personnel
Administration

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History

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Public Administration as Old as

Human Civilization
Construction of Great Wall of
pyramid in Egypt China

Elements of
Women Supervisor

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Strategic Personnel
Management

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Principles
LONG TERM CAPITAL
BUILDING AND PERSPECTIVE

• Education and training in HR

management
• Strategic perspective must be
congruent with the overall strategic
mission, vision and plans for building
and managing human capital to meet
challenges of the 21st century

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Principles
KEY POSITIONS, FUNCTIONS, TASKS

• Characteristics of a High Level

Manager: Develop and pursue vision,
manage his/her employee and co-
workers, coordinate human performance
activities with skilled leadership,
motivation, and equitable compensation.
• Innovation: - Key to understanding and
implementation of strategic perspectives
in building human capital.
“FLEXIBILIZATION”
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Dimensions of Strategic
Public Personnel
Administration

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STRATEGIC PLANNING DIMENSION

Systems Approach
Advance Identification of a
Vision and Mission Statement

Strategic Operational Goals

and Objectives

Strategies to Achieve the

Goals and Missions

WHAT WHEN
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STRUCTURAL DIMENSION
LOCUS
“Location” of strategic positions
in an organization
STRUCTURAL LOCUS
Question of centralization or
decentralization of public
personnel administration.
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FOCUS
“The focus of subjects or
departments and programs that an
organizational leadership gives
them in different times.
Advantages: Provides coherence,
fairness, and high degree of
professionalism
Disadvantage: Red tape, delay, and poor
or lack of timely adaptation to changing
environment
NEPOTISM
 

PROCESS DIMENSION

HOW
Involves anything that has to do
with processing and transforming
inputs into outputs

Software, hardware, techniques,

methods, approaches, systems,
procedures, rules and regulations,
and many other issues that are
central to the “process”

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VALUE AND CULTURAL DIMENSION

Value dimension is formed by multitude

of elements such as people, religion,
belief, perception, formal policy and
formal habit that never stay stagnant

FUNCTIONAL PERFOMANCE DIMENSION

-Where action and actual behavior of
performance count.
-Tested by delivery of expected or desired
results and outcomes from planning and
forecast analysis to recruitment development
and compensation and motivation
-Key feature is delivery of quality personnel.
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ORGANIZATIONAL DIMENSION

Every supervisor and manager must

be viewed as a strategic human
resource or personnel manager
regardless of what the departmental or
locus is in the organization.

LABOR MANAGEMENT DIMENSION

Public sector management-labor

relations presents a strong challenge
in personnel administration.

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LEADERSHIP AND
MANEGERIAL DIMENSION

Leadership is the Glue of

an Organization

Key to strategic public personnel

administration is a sound leadership to
manage not only the human capital, but also
the entire organization.

Sub Dimensions
1. Consists of the two groups of political
and career appointees.
2. Deals with the civil service system – has
to do with the machinery of government.
3. Policy Matter

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ENVIRONMENTAL DIMENSION

These conditions include a multitude of religious, political,

cultural, economic, financial, and geographical factors and
values that influence and affect the shaping and reshaping
of organizational and personnel system culture, values,
performance, and effectiveness.

TECHNOLOGICAL DIMENSION

Technological changes force public

personnel managers to abandon traditional
routine ways of performance and demand
new techniques, methods, soft and hardware
systems, and knowledge and skills in
managing organizational functions.

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Issues in Strategic Public

Personnel Administration

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SOCIOECONOMIC ISSUES
Range from social equity and fairness to
class and social mobility and organizational
representation to economic status and
development

Gender-based Employment

Strategic public personnel administration is

key to bridging such a huge gap that exists
in a country whose political elites claim
slogans of democracy and representation

Social representation contribute to a change of

character of public personnel administration by
opening the doors
to knowledge and talent development, new managerial
capacity, and culture of administration sensitive to
equality and fairness

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MANEGERIAL AND
ORGANIZATIONAL ISSUES

Organizational issues define the locus and focus of

key positions and people in strategic locations,
identify and place priorities in organizational structure
and process, and emphasize the importance of culture
cultivated through leadership and organizational
behavior.

LEGAL CONSTITUTIONAL ISSUES

• Legal and constitutional dimensions create and define issues that

are borne out of the labor management relations, individual rights
and responsibilities, laws and regulations that govern employee
relations, an organizational interaction with its environment.
• The constitutional concerns of discrimination, liberty, freedom of
speech and expression, privacy, due process, fairness, equal rights
and treatment, discrimination

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HUMAN CAPITAL
With the increasing mergers of organizations, shrinking
public sector organizations, privatization, and
outsourcing public service functions, more concentration
of power is taking in the hands of few elites who tend to
dominate large number of organizations and determine
the future of governance and administration.

New human capital requires new knowledge management

skills, skills that are needed badly to envision, plan, and
develop ideas for organizational innovation and
productivity.

LABOR/UNION MANAGEMENT

• Labor-management relations have been the subject of

contention between employees and workers on the
one hand, and employers or managers on the other
hand, ever since the ancient times.
• Each side trying to maximize its own interest

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MERIT AND PROFESSIONALISM

Merit systems ensure the identification,

recruitment, selection, and development of
right human capital, with knowledge, talent,
and skills that are needed to perform
specialized and general functions of an
organization.

The issues of merit and professionalism

define the central values of efficiency and
effectiveness of a public personnel
administration system.

Merit and professionalism may also conflict

with political values of partisan and
ideological demands for control and
command, change, and particularistic group
interests..

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POLITICS AND PATRONAGE

SPOIL SYSTEM
PERSONAL and
PARTISAN CRITERIA
CORRUPTION
Charles Jones (1984), once noted,
“the causes of policy failures are, at
root, political”

ETHICAL AND ACCOUNTABILITY ISSUES

Accountability is a safeguard against

Ethical issues arise when corruption, but its violation or
conflict of interests, bribery unaccountability in decision making,
and embezzlement, and policy initiation, and implementation
nepotism and favoritism, occur when policymakers and
among others, are practiced administrators are not held
and tolerated without
accountable for their actions or
impunity.
inactions that cause harm or destroy
public trust.
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TECHNOLOGICAL and OTHER ISSUES

Technological issues pose a serious Positive
challenge to public personnel administration,
as innovations and advancement constantly Freeing labor
require new knowledge and skills, as well as forces from hard
financial capacity to acquire them. work

Negative
GLOBALIZATION
Displacements through
downsizing and loss of job
Globalization sets the broadest security.
possible context in which the
new, strategic, public
personnel administration must
operate

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EASE OF DOING
BUSINESS
RA 11032

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REMAINING ISSUES

• Reforms tend to follow an old routine – trim,

reduce, restructure – based on the conviction that
the bureaucracy is “bloated”
• Politicisation - The entire structure of the
bureaucracy is such that your highest career
people – about 10,000 of them – are all
presidential appointees.
• Spoil System
• Operational bureaucracy adheres to top-down
approach
• Political ascendancy vs Bureaucratic sublation
• Unsustainable ICT intervention in governance
• Government’s compensation system

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