Personnel Management in Government

Riccucci, Norma M.; Naff, Katherine C.; Hamidullah, Madinah F.; Hyde, Albert C.; Roberts, Robert

doi:10.4324/9780429424267

Cited by 6 publications

(3 citation statements)

References 0 publications

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“…In the case of Obama, this is a logical development as a major initiative during his first term was to reform federal government hiring practices. Specifically, Obama's six‐point Performance Management Agenda focused on attracting better talent (Riccucci, Naff, and Hamidullah 2019). This runs counter to what we observe with analysts, but again, we do not see the full term for his administration and analyst skills are more particularistic to context than administrative jobs.…”

Section: Trends In Nsc Selectionmentioning

confidence: 99%

Staffing the National Security Council: How Presidential Management Styles Shape the Composition of the NSC

LaGattuta¹,

Limbocker²

2021

Pres Stud Q

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We examine how presidential management styles shape personnel on the National Security Council (NSC). We analyze presidential directives from Presidents Carter to Obama to categorize administrations as either “Hands‐Off” or “Hands‐On” managers of the NSC. Using Office of Personnel Management records, we construct a panel of all NSC employees. We find evidence of Hands‐Off presidents favoring administrative staffs with higher levels of graduate education. Also, across the period considered, there has been a decline in previous government service for those working on the NSC. Finally, we find no evidence management style helps explain the exit decisions of NSC staffers.

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Section: Trends In Nsc Selectionmentioning

confidence: 99%

Staffing the National Security Council: How Presidential Management Styles Shape the Composition of the NSC

LaGattuta¹,

Limbocker²

2021

Pres Stud Q

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“…In some instances, reforms and attempts to build capacity and improve performance of governmental institutions have witnessed the outsourcing of some of the activities of government. Outsourcing which has pitched private and public institutions (offering similar services) against one another despite the granting of specific provision responsibility and authority to relevant private organisations subject to public control and accountability (Vyas & Zhu, 2017;Galanaki, Bourantas & Papalexandris, 2008;Riccucci & Naff, 2008).…”

Section: Decentralised Vs Centralised Hrdmentioning

confidence: 99%

Decentralised vs Centralised Human Resource Development in Nigeria: A Mixture of Experience/ Lessons from HRD Programmes in the Public and Private Sector

Agba

Ocheni

2020

lumen ss

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Human resource development is a systematic, organised and multidisciplinary activities of learning, educating, manpower training and development, capacity building, knowledge advancement and organisational development targeted at improving individual, team, organisational and societal performance. It is founded on the assumption that the development of the human resources of the organisation and society in general is key to unlocking the door of potentials for acceptable performance, advancement, civilisation and modernisation. The question as to whether human resource development activities should take a decentralised or centralised form is an ongoing practical/empirical debate in the field. This paper interrogates the prevailing debate in the light of the twofold positions advanced in it. One, each of the form has its advantages and disadvantages. Two, the choice as to what form of HRD programmes to adopt in an organisation is largely a function of leadership orientation and prevailing circumstances. Drawing from the Human Resource Development (HRD) processes and programmes in Nigeria and the 2018 Strategic Leadership Congress of the Deeper Life Bible Church, which took a decentralised form and held in zones and supported with strong leadership coordination, the paper presents decentralised human resources development as possessing organisational, team, individual and societal advantages. This should be explored for organisational growth and expansion.

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“…Hampir semua negara telah melakukan reformasi birokrasi, karena memang banyak elemen negara termasuk masyarakat merasa belum puas dengan kinerja pemerintah yang tidak menyejahterakan masyarakatnya (Riccucci, Naff, & Hamidullah, 2019). Reformasi manajemen sipil menjadi bagian dari reformasi birokrasi untuk meningkatkan pemerintahan menjadi arah yang lebih baik (Mutia Ali, Prasojo, & Jannah, 2017), Pegawai negeri adalah salah satu target rencana dari reformasi, pembuat kebijakan dan pelaksana kebijakan, baik atau buruk kebijakan tersebut implementasinya tergantung dari pengguna atau pegawai negeri yang mengimplementasikannya.…”

Section: Pendahuluanunclassified

Evaluasi Pembelajaran Nilai-Nilai Aneka dan Pengaruhnya Terhadap Perilaku Alumni Latsar CPNS

Junjunan¹

2020

JIUBJ

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The State Civil Apparatus (ASN) must be able to actualize the five basic values of ASN which consist of Accountability, Nationalism, Public Ethics, Quality Commitment and Anti-Corruption (ANEKA) based on Law Number 5 of 2014 concerning ASN. These basic values of ANEKA are the initial capital for ASN in carrying out its main duties and functions in the working institution. This study aims to determine the effect of understanding the basic values of ANEKA on behaviour change before and after basic training (Latsar) CPNS. This research uses mixed methods research. In the quantitative stage, data from 162 CPNS Class 1 to 12 the Year 2019 Latsar participants collected through a questionnaire survey were analyzed using the Paired Samples t-Test method technique, while the qualitative stage was conducted by conducting an interview process and open questionnaires to 162 CPNS Class 1 to 12 of 2019 and 8 supervisors of the work unit of the Latsar participants were analyzed descriptively. The results showed that there was an effect of the basic values of Accountability (X1), Nationalism (X2), Public Ethics (X3), Quality Commitment (X4) and Anti-Corruption (X5) in before and after attending CPNS Latsar on behaviour changes in Latsar participants. CPNS so that according to the supervisor of the work unit there was a significant change in the behaviour of the participants by the expected behaviour as a professional CPNS compared to before being included in the CPNS Latsar and there were obstacles experienced by the CPNS Latsar participants having difficulty actualizing ANEKA's basic values in the form of work behaviour.

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Personnel Management in Government

Cited by 6 publications

References 0 publications

Staffing the National Security Council: How Presidential Management Styles Shape the Composition of the NSC

Staffing the National Security Council: How Presidential Management Styles Shape the Composition of the NSC

Decentralised vs Centralised Human Resource Development in Nigeria: A Mixture of Experience/ Lessons from HRD Programmes in the Public and Private Sector

Evaluasi Pembelajaran Nilai-Nilai Aneka dan Pengaruhnya Terhadap Perilaku Alumni Latsar CPNS

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