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Summary HRM in Public Organisations
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complete summary HRM in public organisations by Lieven Jonckheere
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IntroductionHRM has been in a constant change of the management of personnel and the organization. It evolved
from a simple administrative function towards a complex one, by integrating managerial elements into
its mission. It has become a versatile management function with room for specializing.
Administrative and control function (managing paperwork of personnel matters) management of
personnel and organization (knowledge management, organization development, management
development, performance management, competency, talent management, career management).
HRM: looking at the same problem form different perspectives, being the instrumental, people,
strategic and organisational dimension. Depending on the perspective, multiple solutions can be
found. These four dimensions are based on 2 axes of contradictions:
1. Managerial systems and procedures vs human nature and cooperation.
Systems: charts, procedures, shift systems, strategic objectives.
People: social structures occur as a consequence of collaboration between individuals.
Structures deal with employees and organisations as living systems that adapt
themselves to abstract organisations systems.
2. Controlling and stabilizing social reality vs moving and developing social reality.
Control of people and organisation results in stability and predictability.
Development stands for change with an eye to improving or renewing the
management of people.
Management means constantly manoeuvring between stability and change.
This results in 4 dimensions, which leads to the multidimensional role of an HR manager. With each
dimension, the HR manager has a particular role. Be careful with this, because an extreme
interpretation of these roles can lead to a non-effective unilateral HRM, too little attention can lead to
an incomplete HRM.
1
, 1. Instrumental dimension: rules, procedures, work systems, administration, paperwork, …
Lays the foundation for the cooperation between people, in the context of an organization. This
demands clear appointments, rules, systems and routines which makes social reality predictable and
controllable. People like to work within the framework of clear regulations and work systems.
Exaggerated: bureaucratic organization (rigidity and impersonality) Lack: leads to chaos, ambiguity
and unpredictability.
The HR manager is often perceived as a technocrat (technical and administrative). The HR manager
functions as a technical expert and rule maker who brings stability and clarity into the organization. He
has an eye for rules and legislation.
2. People dimension: motivation, working conditions, leadership, internal communication
Emotions or conflicts can disrupt an organization, but it can also have a positive influence. Emotions,
enthusiasm and motivation are essential when we want to achieve results and when we want to
contribute to a shared goal.
Exaggerated: the performance has to yield to sociability (can lead to neglecting financial and non-
financial results) Lack: unsatisfied employees, burn-outs, … .
The HR manager works on the social added value of the organization. He has an eye for social and
psychological aspects of the human being in the organization. He wants them to feel good and have
“fun in the job”.
3. Strategic dimension: strategy, proactive, goals and objectives, measurement, added value
The organization has a future-oriented focus. The presence of the environment (clients, originations,
government, competition) leads to the development of strategies and objectives in order to grow and
become successful.
Exaggerated: dreamers (to ambitious) Lack: working ad hoc without a pre-constructed plan or
direction (surviving from day to day).
The HR manager is future-oriented and has an eye for the competitive and turbulent environment. The
decisions focus on strategic choices and ambitious plans. The HR manager can lead the organization to
a new direction with their HR plans.
4. Organizational dimension: structure and culture, organizational design and -development
Clarifies to what extent organizational and structural factors determine the job of a HR manager. A
facilitating structure and culture in an organization can help employees achieve results. Living
structures and culture can influence human conduct.
The HR manager has to create the appropriate structures and cultures in the organization. He is a
protector of facilitating structures, where employees can achieve results. By stimulating and
motivating their employees they can determine the mindset of people.
2
, Instrumental dimension
Chapter 1. THE BASIC ELEMENTS OF THE INSTRUMENTAL DIMENSION
History:
The first managerial theories aligned with the instrumental dimension, based on the scientific
management of Taylor (“one best way”, industrialisation, synergy of business and academics being
managers and professors or engineers, “L’Homme machine”). McDonalds has the same principals of
Taylorism (McDonaldization):
Efficiency: optimization of production in terms of speed.
Predictability: uniformization of products, services, procedures.
Everything is very calculated and controlled thinking as engineers
Control: control systems through the use of technology (measuring performance to
control it).
Calculability: the tendency to calculate everything.
Looks and functions the same everywhere: USA, Be, Rus,…
“To motivate the employees we will pay them more, give them more money when they work more.”
Modern day industrial dimension:
We are moving away from Taylorism: giving employees motivation, empowering them (vs obedience),
etc. Now HRM looks at different things, because they have to do more (payroll, rules, social laws,
complaints, etc). This way they have to have expertise in legal affairs and administrative procedures.
The importance of administrative control:
Importance of procedures
Introduction of disciplinary interventions (tendency to natural soldiering)
Measurement of labor productivity as one of the first HRM measurement systems
Registration systems
Operational research
Different aspects of instrumental tasks such as Administration; Service delivery; Juridical
service; Expertise in administrative procedures and legal affairs; Negotiations with social
partners for setting up regulations, rules, agreements, social laws
Neo-corporatism: social partners intervene in social-economic policy making. The role of employer
(organizations), trade unions and government in setting up socio-economic regulations.
Result: socio-economic policy making leading to Neo-Corporatist institutions.
Two models: the Rhineland model versus the Anglo-Saxon model.
The importance of socio-economic stakeholders in HRM.
3
, The administrative service:
The instrumental dimension lays emphasis on work systems, procedures, rules and instruments that
uphold and regulate the collaboration of people in the organization. These instruments an be in the
supporting services of HRM, aimed at controlling people and their output and support a legally
accepted framework of regulations and rules.
The administrative service or HRM leads to the need for paperwork. This because of the urge for high
quality service delivery. It is a routine based aspect of HRM. These services rely on routine to be
delivered automatically and repetitively. Administrative services can lead to dissatisfaction when they
are insufficient or when they are delivered with delay. When the transactional services are smooth,
people are not necessarily motivated, but it can lessen the complaints and it can encourage more
compliance with the organisation.
Internal management = organizing schedules, holidays,
work systems, …
Difference between transactions (routines, automatic
tasks) and transformations (change, adds more value,
transformation of situations, problem solving).
HRM plays an important role in achieving quality services by developing an environment conducive to
quality and the facilitation of services by employee.
HRM transactions:
Presence administration: time schedules, time clock administration, overtime registration,
holiday administration, flextime systems (telework, part-time work systems);
Contract management: making of contracts, login procedures for new employees, breaking
up of contracts, outplacement administration;
Administrative support of internal employment: recruitment and selection procedures,
appointment formalities, insurance formalities, individual administrative file;
Pay-related services: payroll, tax administration, administration of variable payment systems
(stock options, profit sharing, bonuses, performance related pay);
Extra-legal pay systems: meal vouchers, administering car park, cell phone, laptop, work
related transport costs;
Social security administration: child allowances, health and accident insurance, retirement
administration, extra pension funds;
Administration of personnel development: listing and registering personnel development
(training, education activities, conferences), organization of training with external partners,
keeping up performance monitoring and evaluations;
Developing HRM database and information system: maintenance of electronic database
(electronic personnel administration, communication) and intranet portal system
4
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