PROMOTING HUMAN RESOURCES IN THE PUBLIC SECTOR:
CRITICAL ROLE OF HUMAN CAPITAL IN THE PERFORMANCE OF PUBLIC SERVICES IN AFRICA
Regional Workshop Organized by CAFRAD
21-25 June 2010 -Tangier –Morocco
ADDRESSING THE CONCERNS OF HUMAN
RESOURCES MANAGEMENT IN AFRICA
Amb (Dr) Mohammad Ahmad WaliJune 2010
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
AFRICA’S CONCERNS ABOUT HRM
Low Productivity
Low Motivation
Limited Opportunity
Inadequate Remuneration System
Inadequate or Misplaced Training
Lack of Effective Performance Standard
Outdated Management Systems
AFRICA’S CONCERNS ABOUT HRM
Inability to fire People
Too few rewards for good performance
Poor Recruitment procedures
Inadequate or Demoralized ManagementUnderemployment or lack of stimulating work
Slow Promotion
Lack of reward for hard work & initiative
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
HRM: WHAT DOES IT MEAN?
HRM
Utilization of human
resources to accomplish the organization’s objectives as
effectively and efficiently possible
Process of engaging people
into an organization, their
advancement, performance and disengagement
from the organization.
Managing employees in
public or private entities to achieve
organizational goals
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
OBJECTIVES & SIGNIFICANCE OF HRM
UTILIZATION OF HUMAN RESOURCES
• Effective utilization of human resources for achieving organizational goals
STRUCTURING OF ORGANIZATION
• Planned structuring of the organization to promote and preserve harmonious relationship among the organizational members
CONDITIONS FOR HUMAN COMMITTMENT
• Creating condition for human commitment and motivation to work and loyalty to the organization
PROVIDING THE RIGHT OPPORTUNITIES
• Providing for right kind of opportunities for individual growth and advancement
OBJECTIVES & SIGNIFICANCE OF HRM
HEALTHY INTEGRATION OF GOALS
• Securing a healthy integration of organizational and individual group goals
DEVELOPMENT OF HUMAN ASSETS
• Planned development of human assets through training, counseling and even selective entry and exit policy, on the basis of scientific monitoring of performance
STRATEGIC PLANNING
• Strategic planning as the new mandate
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
Human Resource
Department
Other Department
s
Employment
Commission
Training Institutions
Professional Bodies
MANAGING EMPLOYEES
Human Resource
Department
Other Department
s
Employment
Commission
Training Institutions
Professional Bodies
MANAGING EMPLOYEESProvides leadershipCoordinates the management of employees
Homogeneity & HeterogeneityConflict resolution
Internal issues
Human Resource
Department
Other Department
s
Employment
Commission
Training Institutions
Professional Bodies
MANAGING EMPLOYEES
Departmental responsibilitiesExternal matters
Human Resource
Department
Other Department
s
Employment
Commission
Training Institutions
Professional Bodies
MANAGING EMPLOYEES
Human Resource
Department
Other Department
s
Employment
Commission
Training Institutions
Professional Bodies
MANAGING EMPLOYEES
Human Resource
Department
Other Department
s
Employment
Commission
Training Institutions
Professional Bodies
MANAGING EMPLOYEES
The importance of the subject is underlined by the eighth World Congress on HR 2000, held in Paris, where a major theme was the changing focus of HR from operational matters to strategic considerations.
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
HUMAN RESOURCE PRACTICES
Job analysis
Recruitment
Performance appraisals
Motivationwelfare
protection
Promotion/ Transfers
Ethical conduct
Training/development
Reward system
Labour relations
Processes of entry into, advancement within and exit from the organization:
Retirement
HR PRACTICESExternal factors on HR practices
New mandate: strategic planning
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
CHALLENGES
Renewed World of 21st Century: GLOBALIZATION
The world is becoming borderless and unfettered by national boundaries
Global production systems are formed and managed by giant multinational corporations
UN and the demand for transparency, accountability, service delivery have necessitated the need for more competent personnel to enhance HRM
Poverty issues and infrastructural inadequacies
Requirement for highly skilled and competent human resources to be able to compete within the global system
ICT has produced new world-wide industry standards in productivity, quality and efficiency and organizational success is increasingly dependent upon its successful application in human resource management.
CHALLENGES
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
African states must adapt to the growing globalization of the economy
Ensure economic growth and strengthen basic infrastructures
Modernize administrative structures through grasping new information and communication technologies
Establish an environment favouring public private partnership
Supported by a responsible, effective, efficient and responsive human resource management system.
ADDRESSING THE CONCERNS OF HRM IN AFRICA
African states must adapt to the growing globalization of the economy
Ensure economic growth and strengthen basic infrastructures
Modernize administrative structures through grasping new information and communication technologies
Establish an environment favouring public private partnership
Supported by a responsible, effective, efficient and responsive human resource management system.
ADDRESSING THE CONCERNS OF HRM IN AFRICA
African states must adapt to the growing globalization of the economy
Ensure economic growth and strengthen basic infrastructures
Modernize administrative structures through grasping new information and communication technologies
Establish an environment favouring public private partnership
Supported by a responsible, effective, efficient and responsive human resource management system.
ADDRESSING THE CONCERNS OF HRM IN AFRICA
• HR strategy is supported by information technology in the form of human resource information systems and workforce management systems• Success will come from
organizational capabilities such as speed, responsiveness, agility, learning capacity, and employee competence.
African states must adapt to the growing globalization of the economy
Ensure economic growth and strengthen basic infrastructures
Modernize administrative structures through grasping new information and communication technologies
Establish an environment favouring public private partnership
Supported by a responsible, effective, efficient and responsive human resource management system.
ADDRESSING THE CONCERNS OF HRM IN AFRICA
Ideas and Innovation
African states must adapt to the growing globalization of the economy
Ensure economic growth and strengthen basic infrastructures
Modernize administrative structures through grasping new information and communication technologies
Establish an environment favouring public private partnership
Supported by a responsible, effective, efficient and responsive human resource management system.
ADDRESSING THE CONCERNS OF HRM IN AFRICA– Human resources is the ultimate competitive
factor.– It is a highly complex factor. And a factor that
needs to be continually monitored, nurtured, renewed, and developed in order to result in desired organizational performance.
– HR department would need to assume a central role in helping organization fulfil its highest-level strategic and economic objectives.
– Successful organizations will be those that are able to quickly turn strategy into action, to manage processes intelligently and efficiently, to maximize employee contribution and commitment; and to create the conditions for seamless change.
INCREASE PRODUCTIVITY
IMPROVE COMMITMENT
If an employee is to be productive, three elements must be in place: employee competence (ability to work), motivation (willingness to work), role clarity (clear duties and responsibilities), retention (willingness to stay). They mediate the relationship between HR practices and employee performance
organisational commitment has three components: A strong belief in and acceptance of organisational goals and values (IDENTIFICATION). A willingness to exert considerable effort on behalf of the organisation (INVOLVEMENT) and a strong desire to maintain membership in the organisation (LOYALTY).
Human resource managers and executives can: ADDRESSING THE CONCERNS OF HRM IN AFRICA
Human resource managers and executives can: ADDRESSING THE CONCERNS OF HRM IN AFRICA
PROVIDE FOUNDATION FOR STAFF MOTIVATION AND ENHANCED REMUNERATION
Through effective utilization of HR practices, thereby putting the organization in a position of competitive advantageUsing good HR practices: recognizing staff needs & expectations, respecting the individual, being fair in treatment, providing stable employment, ensuring good working conditions, guaranteeing opportunities for career progression & personal development and observing the rulesBy constantly seeking ways to use their resources more effectively and to improve efficiency to stay competitive
Human resource managers and executives can: ADDRESSING THE CONCERNS OF HRM IN AFRICA
PROVIDE FOUNDATION FOR STAFF MOTIVATION AND ENHANCED REMUNERATION
Achieving organizational excellence must be the work of HR, by creating an entirely new role and agenda for the field that focuses it not on traditional HR activities, such as staffing and compensation, but on outcomes. HR should not be defined by what it does but by what it delivers - results that enrich the organization’s value to customers, investors, and employees
Human resource managers and executives can: ADDRESSING THE CONCERNS OF HRM IN AFRICA
PRODUCE TRAINNG PROGRAMES (BOTH ON THE JOB AND OFF THE JOB) TO ADDRESS HR CHALLENGES, ENABLING EMPLOYEES TO BE:
Adaptable to changing situationCommitted to the gaol of the organizationMotivated to perform beyond expectationSkilled/re-skilled to cope with new technologies and realitiesEnergetic in their work and are Good team players
FACILITATE SPEEDY POLICY IMPLEMENTATION
UPDATE PROFESSIONALISM
STRUCTURE MANAGEMENT SYSTEM
.
ADDRESSING THE CONCERNS OF HRM IN AFRICAHuman resource managers and executives can:
ADDRESSING THE CONCERNS OF HRM IN AFRICA
– Tangier Declaration 1994: Investment in human resources constituted an essential basis for the development of Nations and a principal factor for achieving progress and welfare.– Education– Health
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
SCOPE
Concerned with administrative, personnel and strategic policy to personnel function
New mandate for strategic planning: reducing administrative activities, through outsourcing of services: security, staff housing
Interest increasing in HRM knowledge
EMERGING PICTURE
GOAL
FOCUS
GEOGRAPHY
Efficiency and EffectivenessProductivityPerformanceImplementationService DeliveryOutcomeBest Practice
National to regional to global
EMERGING PICTURE
ASSET Shifting from physical assets, financial capital and technology to intellectual capital (knowledge, skills and competence)
EMERGING PICTURE
Public sector creating enabling environment for itself
Competing with the private sector in the service delivery
Intense competition in the area of employment
Increased knowledge, skills and competence of employees
Complete use of ICT in the management of HRS
EMERGING PICTURE: OTHER ISSUES
Effective leadership, regional and international
experience, computer literacy and the ability to anticipate and respond to
change as potentially important factors
contributing to managerial success in the next decade.
Demographic change, globalization,
environmental concerns, and technological
innovation are just a few of the long-term trends
HR leaders must address.
Future trends will change the face of organization and the future of
work.
EMERGING PICTURE: OTHER ISSUES
Structure of Presentation
1 Africa’s Concerns about HRM2 HRM: What Does It Mean3 Objectives and Significance of HRM4 Management of Employees5 Human Resource Practices6 Challenges7 Addressing the Concerns of HRM in
Africa8 Emerging Picture9 Reference
REFERENCESBhattacharya, Mohit 2002. Public Adminstration. World Press:KolkataBruss, Sonja 2000. Tendencies towards the Strategic Role of the Human Resource Management Function: Four Seasons as a Control SampleDebrah, Yaw A. 2004. Human resource management in Ghana, in Budhwar, Pawan S. & Debrah, Yaw A. (Ed) 2004. Human Resource Management in Developing Countrie. RoutledgeDery, Kristine Frances 2003. How Do Organizations Align Human Resources Management with Information Technology? An Exploration Study of Four Australian Firms. Department of Management, University of MelbourneTessema, Mussie Teclemichael and Soeters, Joseph L. 2006. Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service. Int. J. of Human Resource Management 17:1 January 2006 86–105
REFERENCES
Budhwar, Pawan S. & Debrah, Yaw A. Edited 2004. Human Resource Management in Developing Countrie. RoutledgeUlrich, D. (1997), “Judge me more by my future than by my past”, Human ResourceArthur, Jr., Winfred; Woehr, David /; Akande Adebowale; and Strong, Mark H. 1995. Human resource management in West Africa: practices and perceptions, The International Journal of Human Resource Management 6:2 May 1995
QUESTIONS FOR CONSIDERATIONPattern of recruitment in African countriesPromotion, posting and transfer criteriaMeasuring performanceSalary classificationNature of incentivesCondition for disciplinary measuresProcess of disengagement from serviceHow, when and to what extent do HR practices affect HRM outcomes (HR competence, motivation, role clarity and retention)?How do HRM outcomes in turn affect employee performance in the context of African civil service?
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