Public personnel administration and human resource management paradigm on public service performance: Nigerian pendulum
Article Sidebar
Main Article Content
صندلی اداریAbstract
Public personnel administration draws heavily from private personnel administration and using such knowledge for successful management within the permanent bureaucracy. Professional management of people in government is fundamental towards public service performance and the public good. From the nineteenth century and now public sector human resource management continuous to move away from the traditional personnel management approach and heading towards the new public management paradigm for improving public service performance. With 219 participants and by the exploratory research design, the result of the study indicates strong positive correlation between public personnel administration and public service performance. The study suggests that further study could examine the relationship between law making and its interpretation on public sector human resource management. It recommends that public personnel administration should learn more from the new public management approach to enhance effectiveness.
Downloads
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
1. Proposal of Policy for Free Access Periodics
Authors whom publish in this magazine should agree to the following terms:
a. Authors should keep the copyrights and grant to the magazine the right of the first publication, with the work simultaneously permitted under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 that allows the sharing of the work with recognition of the authorship of the work and initial publication in this magazine.
b. Authors should have authorization for assuming additional contracts separately, for non-exclusive distribution of the version of the work published in this magazine (e.g.: to publish in an institutional repository or as book chapter), with recognition of authorship and initial publication in this magazine.
c. Authors should have permission and should be stimulated to publish and to distribute its work online (e.g.: in institutional repositories or its personal page) to any point before or during the publishing process, since this can generate productive alterations, as well as increasing the impact and the citation of the published work (See The Effect of Free Access).
Proposal of Policy for Periodic that offer Postponed Free Access
Authors whom publish in this magazine should agree to the following terms:
a. Authors should keep the copyrights and grant to the magazine the right of the first publication, with the work simultaneously permitted under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 [SPECIFY TIME HERE] after the publication, allowing the sharing of the work with recognition of the authorship of the work and initial publication in this magazine.
b. Authors should have authorization for assuming additional contracts separately, for non-exclusive distribution of the version of the work published in this magazine (e.g.: to publish in institutional repository or as book chapter), with recognition of authorship and initial publication in this magazine.
c. Authors should have permission and should be stimulated to publish and to distribute its work online (e.g.: in institutional repositories or its personal page) to any point before or during the publishing process, since this can generate productive alterations, as well as increasing the impact and the citation of the published work (See The Effect of Free Access).
d. They allow some kind of open dissemination. Authors can disseminate their articles in open access, but with specific conditions imposed by the editor that are related to:
Version of the article that can be deposited in the repository:
Pre-print: before being reviewed by pairs.
Post-print: once reviewed by pairs, which can be:
The version of the author that has been accepted for publication.
The editor's version, that is, the article published in the magazine.
At which point the article can be made accessible in an open manner: before it is published in the magazine, immediately afterwards or if a period of seizure is required, which can range from six months to several years.
Where to leave open: on the author's personal web page, only departmental websites, the repository of the institution, the file of the research funding agency, among others.
References
Abebrase, A., & Smith, R. (2014). Developing a phenomenological understanding of the influence of culture survival mechanisms as institutional anti-facts in shaping indigenous enterprise cultures: A Ghanaian Perspective. Amity Business Journal, 3(1), 11-21.
Abimbola, O. (2020). Time to call ASUU’s bluff. The Nation, 13(5187), 27. ISSN. 1115 – 5302.
Adesina, A. (2020a). Teachers’ World? Federal Govt’s package is reassuring but that is if well implemented. The Nation, 13(5186), 27. ISSN. 1115 – 5302.
Adesina, A. (2020b). Police Recruitment. The Nation, 13(5187), 25. ISSN. 1115 – 5302.
Adewusi, D. (2020c). FG-ASUU faceoff: Tertiary education is in a mess. The Nation, 13(5187), 26, ISSN: 1115-5302.
Andersen, L. (2009). What determines the behaviour and performance of health professionals? Public service motivation, professional norms and/or economic incentives? International Review of Administrative Sciences, 75, 79 – 97.
Andersen, L., & Serritzlew, S. (2012). Does public sector service motivation affect the behaviour of professionals? International Public Management Journal, 35, 19-39.
Awolowo, O. (1988). The Peoples Republic. London. Oxford University Press.
Bach, S., & Bordogna, L. (2013). Reframing public service employment relations: The impact of economic crisis and the new EU economic governance. European Journal of Industrial Relations, 19, 279 – 294.
Belle, N. (2013). Experimental evidence on the relationship between public service motivation and job performance. Public Administration Review, 73, 143 – 153.
Berg, A. (2006). Transforming public services-transforming the public servant? International Journal of Public Sector Management, 19, 556-568.
Boyne, G., Jenkins, G., & Poole, M. (1999). Human resource management in the public and private sectors: An empirical comparison. Public Administration, 77, 401 – 420.
Condrey, S. E. (2002). Reinventing state civil service systems: The Georgia Experience. Review of Public Personnel Administration. 22, 114-124.
Cresswell, J. (2009). Research Design: Qualitative, Quantitative and Mixed Methods Approaches. London Sage Publication.
deLozada, A. S. (1999). In Pursuit of Accountability in Bolivia. In Stapenhurst, R., & Kpundeh, S. J. (eds). Curbing Corruption: Towards a Model for Building National Integrity. The World Bank Washington, D. C. (pp: 67-86). ISBN. 0-8213-4257-6
Ejimofor, C. O. (1987). British Colonial Objectives and Policies in Nigeria. Lagos, Africena-Pep.
Giauque, D., Ritz, A. V., & Anerfuhren-Biget, S. (2012). Resigned but satisfied: The negative impact of public service motivation and red-tape on work satisfaction. Public Administration, 90, 175-193
Goleman, D. (1998). The Leadership Edge. In Goleman, D. (ed.). Working with Emotional Intelligence. New York, N. Y. Bantam Books, (pp: 37-38). ISBN: 0-553-84023-1.
Gossett, C. W. (2002). Civil Service Reform: The Case of Georgia. Review of Public Personnel Administration, 22, 94-113.
Gould-Williams, J., Bottomley, P., Redman, T., Snape, E., Bishop, D., Limpanitgul, T., & Mostafa, A. (2014). Civic duty and employee outcomes: Do high commitment human resource practices and work overload matter? Public Administration, 92, 937 - 953.
Gradel, T. J., & Simpson, D. (2015). Corrupt Illinois: Patronage, Cronyism, and Criminality. Champaign, IL-University of Illinois Press.
Hamilton, D. K. (2002). Is Patronage dead? Review of Public Personnel Administration. 22, 3-26.
Jacobsen, C. B., & Andersen, L. (2015). Is Leadership in the Eye of the Beholder? A study of intended and perceived leadership practices and organizational performance. Public Administration Review, 75, 829 – 841.
Jacobsen, C., Hvitved, J., & Andersen, L. (2014). Command and motivation: How the perception of external interventions relate to intrinsic motivation and public service motivation. Public administration, 92, 790 – 806.
Jeannot, G. (2006). Diffusing values or adjusting practices? A review of French public utilities. International Journal of Public Sector Management, 19, 598 – 608.
Kalu, N. (2020, October, 17,). Recruitment: IGP files 20 fresh grounds of appeal at Supreme Court over recruitment of 10,000 constables. The Nation, 014(5191), 4, ISSN: 1115-5302.
Kim, J., & Kellough, J. E. (2014). At-will employment in the states: Examining the perceptions of agency personnel directors. Review of Public Personnel Administration, 34, 218-236.
Kjeldsen, A. (2013). Dynamics of public service motivation: Attraction-selection and socialization on the production and regulation of social services. Public Administration Review, 74, 101 – 112.
Kjeldsen, A., & Jacobsen, C. (2013). Public Service Motivation and Employment Sector: Attraction or Socialization? Journal of Public Administration Research and Theory, 23, 899 – 926.
Knies, E., & Leisink, P. (2014). Leadership Behaviour in Public Organizations: A Study of Supervising Support by Police and Medical Centre Middle Managers. Review of Public Personnel Administration. 34, 108 – 127.
Koutsoyiannis, A. (1977). Theory of Econometrics-Macmillan Education Ltd. London.
Leisink, P., & Bach, S. (2014). Economic crisis and municipal public service employment: Comparing developments in seven EU member states. Transfer: European Review of Labour and Research, 20, 327-342.
Leisink, P., & Knies, E. (2017). Public Personnel reforms and public sector HRM in Europe.
Leisink, P., & Steijn, B. (2008). Recruitment, attraction and selection. In Perry, J. & Hondeshem, A. (eds). Motivation in Public Management: The call of public service, Oxford, Oxford University Press. (pp: 118 – 135).
Light, P. C. (1999). The New Public Service. Washington, D. C. Brookings Institution Press.
Lodge, M., & Hood, C. (2012). Into an age of multiple austerities? Public management and public service bargains across OECD countries. Governance: An International Journal of Policy, Administration and Institutions, 25, 79 – 101.
Maduabum, C. P. (2006). The Machinery of Government in Nigeria (including the structure and objectives of the Federal Public Service). Department of Public Administration and Management Studies (PAMS). The Administrative Staff College of Nigeria (ASCON). Topo, Badagry, Lagos, Nigeria.
McGurk, P. (2010). Outcomes of Management and Leadership Development. Journal of Management Development, 29, 457 – 470.
Mostafa, A., Gould-Williams, J., & Bottomley, P. (2015). High-performance human resource practices and employee outcomes: The mediating role of public service motivation. Public Administration Review, 75, 747 – 757.
Nicolson, I. F. (1969). The Administration of Nigeria: 1900-1960- London. Clarendon Press. Doi: https://dio.org/10.1017750022278400024800
Nigro, L. G., & Kellough, J. D. (2000). Civil service reform in Georgia. Review of Public Personal Administration, 20, 41-54.
Njoku, D. (2017). Human Capital Management & Corporate Ethics: Theories and Practices. Owerri, Nigeria. Kriscona Publishers. ISBN: 978-2579-22-0.
Nwizu, G. C. (2002). Public Personnel Administration. In Nwizu, G. C. (ed). Studies in Modern Public Administration. Okigwe, Nigeria, Marco Press (Pp: 219 – 317). ISBN: 978-4254-03-2.
Ogunyemi, B. (2020). ASUU: We’ll protect varsity autonomy with our blood. The Nation, 13(5184), 3: ISSN: 1115 – 5302.
Olaopa, T. (2020). The Concept of Permanent Secretary in Administrative History. The Nation Saturday, 014(5205), 09. ISSN. 1115-5302.
Rosenbloom, D. H. (1982). Public Policy in a Political Environment: A Symposium. Policy Studies Journal, 11, 245-254
Rourke, F. E. (1984). Bureaucracy, Politics, and Public Policy. 3rd edition Boston: Little Brown.
Sabharwal, M. (2013). Public Personnel Administration, University of Texas at Dallas.
Sission, K., & Storey, J. (2000). The Realities of Human Resource Management: Managing the Employment Relationship. Buckingham: Open University Press.
Sparrow, P. L., & Cooper, C. L. (2003). The Employment Relationship: Key Challenges for HR London: Butter Worth-Heinemann.
Spitzer, R. J. (1987). Promoting Policy Theory Revisiting the Arenas of Power. Policy Studies Journal, 15(4), 675-689. Doi.10.1111/j.1541-0072-66007.534
Steen, T., & Rutgers, M. (2011). The double-edged sword. Public Management Review, 13343-361.
Steijn, B. (2008). Person-environment fit and public service motivation. International Public Management Journal, 11, 13-27.
Thompson, F. J. (1983). The Politics of Public Personnel Administration. In Hays, S. W., & Kearney, R. C. (eds.). Public Personnel Administration: Problems and Prospects (3rd ed.). (pp: 3-16). Englewood Cliffs: NJ: Prentice Hall.
Torrington, D., Hall, L., & Taylor, S. (2005). The Evolution of Personnel and HR Management. In Torrington, D., Hall, L., & Taylor, S. (eds.). Human Resource Management, 6th edition. Prentice Hall, England, (pp: 11-28). ISBN. 10:0-273-68713-1
Udeze, J. O. (2000). Public Sector Personnel Management in Nigeria. In Udeze, J. O. (ed). Human Resources Management in Nigeria. Enugu, Nigeria, Hugotez Publications (pp: 307-326). ISBN. 978-35102-9-0.
Vandenabeele, W. (2014). Explaining public service motivation. The Role of Leadership and basic needs satisfaction. Review of Public Personnel Administration, 34, 153-173.
Vandenabeele, W., Andersen, L. B., & Leisink, P. (2014). Leadership in the public sector: A Tale of General Principles and Particular Features. Review of Public Personnel Administration. 34, 79-83.
VanderVoet, J. Groeneveld, S., & Kuipers, B. S. (2014). Talking the talk or walking the walk? The leadership of planned and emergent change in a public organization. Journal of Change Management, 14, 171-191.
VanLoon, N. (2015). Is public service motivation related to overall and dimensional work-unit performance as indicated by supervisors? International Public Management Journal, 19, 78 – 110.
VanLoon, N., Vandenabeele, W., & Leisink, P. (2015). On the bright and dark side of public service motivation: The relationship between PSM and employee wellbeing. Public Money & Management, 35, 349 – 356.
Vermeeren, B., Kuipers, B., & Steijn, B. (2014). Does Leadership style make a difference? Linking HRM, job satisfaction, and organizational performance. Review of Public Personnel Administration, 34, 174-195.
Weibel, A., Rost, K., & Ostercoh, M. (2010). Pay for performance in the public sector-Benefits and (hidden). costs. Journal of Public Administration Research and Theory, 20, 38-412.