Concepts and Practice of the Recruitment Reforms in the Public Sector; The Changing State of Public Service Commission in Kenya

Karanja, John Gakuu; Mungania, Agnes Kinanu

doi:10.2139/ssrn.2584417

Cited by 1 publication

(1 citation statement)

References 4 publications

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“…Secondly, the right candidates are required to be sieved out of a pool by taking right decisions (Ulrich & Brochbank, 2005), especially by recruitment bodies e.g., Public Service Commission (PSC), that should choose the most suited candidate based on merit. Whereas the process usually involves technical persons in higher positions (Uganda, 1997), who interview and score and also participate in making the final selection, feedback after the interview usually delays, coming out on average a month after the process (Karanja et al, 2015).…”

Section: Acquisition Of Human Resourcesmentioning

confidence: 99%

Human Resource Value Creating Practices and Operational Performance in Uganda’s Public Sector

2022

JMPP

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This paper examines the application of human resource (HR) value creating practices and their effect on operational performance in the public sector, with reference to Uganda. Performance remains a challenge in developing countries like Uganda. Moreover, the capability of HR practices to deliver value is little examined. This paper is premised on HR value proposition model and the goal-setting theory to examine HR value creating practices of people, performance, information and work, in view of operational performance in Uganda's public sector. Using traditional narrative literature review, it is established that HR value creating practices are minimally applied in the public sector of Uganda. Transformative peoplemanagement approaches are required by putting stakeholders especially employees, in line of sight if HR practices are to create value and foster operational performance. The paper contributes to the knowledge and application of HR value practices and their effect on operational performance in the public sector. The HR practices in the public sector can through strategic flexibility and transformation be adapted to improve performance.

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Section: Acquisition Of Human Resourcesmentioning

confidence: 99%

Human Resource Value Creating Practices and Operational Performance in Uganda’s Public Sector

2022

JMPP

View full text Add to dashboard Cite

show abstract

Concepts and Practice of the Recruitment Reforms in the Public Sector; The Changing State of Public Service Commission in Kenya

Cited by 1 publication

References 4 publications

Human Resource Value Creating Practices and Operational Performance in Uganda’s Public Sector

Human Resource Value Creating Practices and Operational Performance in Uganda’s Public Sector

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