Personnel Deregulation: Exploring Differences in the American States

Coggburn, Jerrell D.

doi:10.1093/oxfordjournals.jpart.a003500

Cited by 32 publications

(38 citation statements)

References 29 publications

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“…The present study lends support to findings from previous studies in the United States (Coggburn, 2001; NAPA, 2000;Walters & Thompson, 2005), the United Kingdom (Hall &Torrington, 1998), and Australia (Dowling &Fisher, 1997;Teo, 2000). Specifically, the present study contributes to the empirical evidence regarding the transformation of HR departments in public-sector agencies.…”

Section: Discussionsupporting

confidence: 88%

“…However, the public-sector people management function has been described as reactive, with an emphasis on operational activities (Coggburn, 2001;Klingner, 1993;Mesch, Perry, & Wise, 1995). The end result frequently is a situation where HRM wants to play a more strategic role, and sometimes think they do, but often are considered contributors only at an operational level by line managers (cf.…”

Section: The Effectiveness Of Public-sector Hr Departmentsmentioning

confidence: 99%

“…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).…”

mentioning

confidence: 99%

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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: Discussionsupporting

confidence: 88%

Section: The Effectiveness Of Public-sector Hr Departmentsmentioning

confidence: 99%

mentioning

confidence: 99%

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

Teo

Rodwell

2007

Human Resource Management

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“…7 These states also differed in the extent to which they had embraced civil service deregulation as of the late 1990s. For detail on the construction of this measure, see Coggburn (2001) Our first task is to examine the severity of HR impediments to effective state management and to compare their severity to that of other types of management problems. Tanimoto and Inaba (1985), who reported that there were no state employees in bargaining units in either of these two states, nor in Texas or Tennessee, as of 1983 (p. 53).…”

Section: Methodsmentioning

confidence: 99%

“…Coggburn (2001) has assessed the extent of deregulation with respect to 19 practices or processes for 45 responding states. The term deregulation typically refers to efforts to expand the say of operating agencies in various aspects of the HRM process, as opposed to having their say in such matters substantially circumscribed by a central state HR or civil service department.…”

Section: Human Resource Management Deregulationmentioning

confidence: 99%

Human Resource Problems and State Management Performance Across Two Decades

Elling

Thompson

2006

Review of Public Personnel Administration

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Based on the views of hundreds of managers in 10 states surveyed in 1982 and 2000, this article explores the severity of a range of human resource-related barriers to effective state management. Adequately rewarding outstanding employees, difficulty filling key staff vacancies, retaining experienced staff, disciplining lowperforming employees, and-in 2000-uncompetitive pay were among the most serious impediments. Little change in the severity of various human resource-related problems occurred between 1982 and 2000, however. Despite the criticism often leveled at them, variation in civil service coverage and variation in public sector collective bargaining were typically only weakly related to the severity of particular personnel-related problems. In fact, certain problems were less serious in those states with more extensive civil service coverage or more widespread collective bargaining. There was little evidence that deregulating aspects of state human resource systems reduced the severity of personnel-related impediments.T he study of public management makes it clear that the effective delivery of public services is extremely challenging. The public management literature also makes it clear that a host of factors determines how efficiently and effectively such services are provided. Leadership is important, as are communication, information processing, and organizational design. But chief among the factors that contribute to effective management of public programs is the number, competence, and commitment of those individuals who are 302

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The Role of Contract Types for Employees’ Public Service Motivation

Grund

Thommes

2017

Schmalenbach Bus Rev

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Personnel Deregulation: Exploring Differences in the American States

Cited by 32 publications

References 29 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

Human Resource Problems and State Management Performance Across Two Decades

The Role of Contract Types for Employees’ Public Service Motivation

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