Accomplishing a High-Performance Government Organization through Leadership: Commitment in Partnership with Human Resources Management and Development

By Adatsi, Jerry A. S.; Yamamoto, Katherine N. et al. | International Management Review, April 1, 2020 | Go to article overview

Accomplishing a High-Performance Government Organization through Leadership: Commitment in Partnership with Human Resources Management and Development


Adatsi, Jerry A. S., Yamamoto, Katherine N., Lloyd, Robert A., International Management Review


Introduction

Ample evidence suggests that human resources play a significant role in communicating the shared vision, mission, and values of organizations to influence the behavior of employees and increase organizational performance (Reed, 2017). The value and perception of human resources management (HRM) evolved from its initial characterization as a department which has the responsibility of recruitment, compensation, and workforce management (Haslinda, 2009). Although the role and impact of HRM are ever-evolving, it is a critical organizational component that contributes to the success or detriment of organizations (Reed, 2017). Gilley et al. (2002) assert that HRM is the department within the organization with invaluable skills and competencies, and its value is realized through the performance indicators of productivity and efficiency. Per de Waal (2007), HRM has the responsibility of ensuring the success of an organization, and it is, therefore, its greatest asset. HRM serves as a critical link within every business function of an organization, impacting financial transactions and operational decision making (Villegas et al., 2019). Moreover, Villegas et al., (2019) argue that HRM remains as the single most important element of creating and sustaining an ethical culture vis-a-vis hiring practices. As such, human resources (HR) departments nurture an organization's most critical resource, its people, and ensure organizational performance (Reed, 2017; Villegas et al., 2019).

Organizational performance determines the productivity and effectiveness of company policies (Reed, 2017). Notwithstanding the depth of literature on this subject, there remains a dearth of research on how this plays out in governmental bodies. Some research suggests that government agencies can benefit from the application of the elements of organizational performance (HPO Center, 2020). Efficient government performance increases governmental organizational competitive advantage, and even for government organizations, the competitive nature of today's marketplace requires efficient adaptation to the changing market environment in which government organizations exist in (HPO Center, 2020; Reed, 2017).

Kling (1995) asserts that the characteristics of high-performing organizations in the United States depends on product quality and the adaptability of the firm in a highly competitive world economy. The HPO Center (2020) found that governmental and public organizations do not exhibit as many highperformance success characteristics or factors as do private sector counterparts. The emergent competitiveness of organizations is dependent on organizational leadership's ability to employ performance principles (Kling, 1995). Per Riaz (2016), efficient and sustainable high-performance work systems require the deployment of the existing potential of the HR within an organization to capture productivity, creativity, and cost reductions.

When HR is used to increase performance significantly, a high-performance work environment emerges. Cheese (2006) argues that high-performance shortcomings within an organization are attributed to inadequate HRM and the lack of adequate training support. Government organizations may need to utilize more human resources development (HRD) strategies to develop their talent, knowledge, and performance of the governmental workforce to meet the current and future needs of governmental organizations to achieve high-performance (Reed, 2017; Thoman et al., 2018). Developing, planning, evaluating, and implementing learning development and training activities and performance appraisal and performance management are the key HRD responsibilities of HRM (HPO Center, 2020; Reed, 2017; Thoman et al., 2018). It is, therefore, necessary to evaluate the key success factors of high-performance organization to help governmental organizations achieve high performance (HPO Center, 2020; Reed, 2017; Thoman et al., 2018).

Study Objective and Research Questions

According to the HPO Center (2020), in the past few decades, many efforts were made to increase performance in the public sector. …

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