PARCO

 

Human Resources Management

 

1. General approach to HRM
2. Organizational set-up
3. Information management
4. Planning 
5. Recruiting and selection of staff
6. Performance management 
7. Training and development 
8. Analysis and classification of jobs in civil service
9. Salaries
10. Total quality management (TQM)

 

The RAP 1 in this reform area begins by defining the policy of human resource development in the structures of public administration in BiH. In the first subsection under title "General Approach to HRM", attention is paid to the issues of ethics in public administration, as well, where is needed affirmation of codes of ethics for civil servants and eliminating the risk of conflict of interest.

 

The second sub-section refers to the organizational set-up of human resources management. Human Resources Management is responsibility of heads of all administrative agencies and organizations as well as all managers of organizational units.


The third sub-section ("Information Management") is intended for information system for managing human resources. The information system will serve to support the processes of human resources management (recruitment, performance appraisal, promotion, training, wages and labour rights, annual interviews etc.) as well as database to support managerial decision making.


The fourth sub-section discusses planning of human resources (HRM Planning). Planning must be introduced at every level of government and of the Council of Ministers for the entire civil service at the particular level of government, as well as in each institution.


The fifth sub-section discusses recruitment and selection of staff. The first objective relates to the quality and objectivity of the selection. Namely, establishment of uniform criteria for candidate selection and affirmation of the concept of selection on the basis of "competence" is envisaged.

Development of competence model is not important only for selection of candidates, but also for the management of performance and career development of civil servants. In this

subsection a need for civil service promotion is underlined so that public administration can attract high quality candidates.


With regard to performance management, the performance appraisal is envisaged to be tied to the degree of fulfilment of agreed job objectives.


In the area of training for civil servants, a need for improving the system of training needs identification (Training Needs Analysis) is identified.


The eighth subsection envisages an analysis of all the jobs in order to adopt a standard classification of jobs that includes a standardized description of recruitment requirements in the workplace, and standardized job descriptions in the workplace.

The ninth subsection discusses the pay system in the public administration.


The tenth subsection includes the Total Quality Management – TQM represents a modern approach to monitoring and improving the organization's performance. These are models that were developed in the private sector and are usable in public sector organizations.These models are based on a series of benchmarks and indicators by which the organization's performance is evaluated.



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