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Human Resource Management in the Public Sector: Examining International Cases
Condrey, Stephen E ; Ledvinka, Christine B Review 70.3 (May/Jun 0!0"# $00%$0!.
. Public Administration
A%s&ra'& (su))ar*+ Human Resource Management in the Public Sector, edited by Rona S. Beattie and Stehen P. !sborne, is re"ie#ed.
,ull T-.& Human Resource Management in the Public Sector: Examining International Cases Rona S. Beattie and Stehen P. !sborne, eds., Human Resource Management in the Public Sector $%e# &or': Routledge, ())*+. -). /).)) $cloth+, ISB%: 01*)/-21(0(2. Since the ad"ent o3 %e# Public Management $%PM+ in the 00)s, ublic organi4ations #orld#ide ha"e sought to ma'e their organi4ations more 3lexible, accountable, and 5business6li'e.5 Ingraham notes that 57t8he ad"ent o3 ne# Public Management re3orms 6 contracting 3or ser"ices, er3ormance contracts, clearer olitical direction6returned both e33iciency and indi"idual er3ormance to the sotlight but also 3ocused on organi4ational er3ormance5 $())9, /0+. Hanal states that %e# Public Management #as, in some ;uarters, treated as the scienti3ic management o3 the 00)s: a tye o3 5one best #ay o3 modern ublic administration5 $())-, /09+. He argues that in order to understand %PM s rosect, it should be examined cross6nationally. est ())9? Condrey and Battaglio ())1? Hays and So#a ())9+. Shedding the mantle o3 5rule en3orcers5 in ublic organi4ations, ersonnelists ha"e sought to reassert their strategic imortance. %o longer so con3ined by rules, regulations, olicies, and rocedures, they ha"e sought to become 5strategic artners5 in the management o3 ublic organi4ations. Some examles o3 the ersonnelist s strategic decision6ma'ing role include imlementing transition lanning to a"oid the loss o3 organi4ational 'no#ledge #hen emloyees retire, engaging in targeted recruiting to de"elo a more di"erse and talented #or'3orce, and ensuring human caital de"eloment through organi4ation6#ide training olicies. Human Resource Management in the Public Sector traces this nascent role in di33erent international organi4ational settings. Human Resource Management in the Public Sector is a collection o3 articles that aeared in Public ManagementRe"ie#, a leading British ournal, a3ter the authors originally deli"ered the contents as aers at the Se"enth International Research Symosium on Public Management, held in Hong @ong in !ctober ())2. Ahe articles concern the imortant toic o3 ho# go"ernment agencies are ma'ing the transition 3rom a traditional model o3 ublic ersonnel administration to a broader, more
inclusi"e and strategic model o3 human resource management. Ahis transition oints to a clear shi3t a#ay 3rom the traditional, rule6bound role, in #hich ersonnelists main resonsibility in"ol"ed ensuring that line managers did not "iolate strict ci"il ser"ice roles. In contrast, the strategic role re;uires collaboration #ith line managers to achie"e organi4ational goals by meeting human caital needs. Ahe chaters resent emirical studies 3rom the =nited @ingdom, rance, and
R--r-n'-s Re3erences
Bo#man, Fames S., and Fonathan P. >est. ())9. Ending Ci"il Ser"ice Protections in lorida o"ernment: Exeriences in State ., and Fessica E. So#a. ())9. < Broader oo' at the 5allace. ())9. Building Bridges o"er Aroubled >aters: Merit as a uide. Public
Au&orAilia&ion Stehen E. Condrey =ni"ersity o3 eorgia Christine B. ed"in'a Cle"eland State =ni"ersity Stehen E. Condrey is a senior ublic ser"ice associate and rogram director 3or human resource management in the Carl Jinson Institute o3 o"ernment at the =ni"ersity o3 eorgia. He resently ser"es as editor in chie3 o3 the Re"ie# o3 Public Personnel
E6mail: c.led"ln'aKcsuohio.edu >ord count: 110 Coyright
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4u)an R-sour'- Manag-)-n& in the Public Sector:
Examining International Cases Author
Condrey, Stehen E? ed"in'a, Christine B
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